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Showing that you care

  You know the saying: "They don't care how much you know until they know how much you care". If you're a manager, you should take heed of this. A
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Many managers get so caught up in the day to day work of keeping themselves and others on task and working toward achieving the bottom line that they forget about the people who are making it all happen. A leader creates, sustains and repairs relationships. They care about the people who are getting the work done. What have you done lately to show your leadership? How are you demonstrating to your employees that you care about them? - See more at: http://www.aspire-cs.com/showing-that-you-care#sthash.2hoPB4i0.dpuf

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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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Disrupting beliefs: A new approach to business-model innovation

Let’s face it: business models are less durable than they used to be. The basic rules of the game for creating and capturing economic value were once fixed in place for years, even decades, as companies tried to execute the same business models better than their competitors did. But now, business models are subject to rapid displacement, disruption, and, in extreme cases, outright destruction. Consider a few examples:

Bitcoin bypasses traditional banks and clearinghouses with blockchain technology.
Coursera and edX, among others, threaten business schools with massive open online courses (MOOCs).1
Tencent outcompetes in Internet services through microtransactions.
Uber sidesteps the license system that protects taxicab franchises in cities around the world.
The examples are numerous—and familiar. But what’s less familiar is how, exactly, new entrants achieve their disruptive power. What enables them to skirt constraints and exploit unseen possibilities? In short, what’s the process of business-model innovation?

For incumbents, this kind of innovation is notoriously hard. Some struggle merely to recognize the possibilities. Others shrink from cannibalizing profit streams. Still others tinker and tweak—but rarely change—the rules of the game. Should it be so difficult for established companies to innovate in their business models? What approach would allow incumbents to overturn the conventions of their industries before others do? Our work with companies in telecommunications, maritime shipping, financial services, and hospitality, among other sectors, suggests that established players can disrupt traditional ways of doing business by reframing the constraining beliefs that underlie the prevailing modes of value creation.2 This article shows how.
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Requiem For The App Revolution

Requiem For The App Revolution | digitalNow | Scoop.it
The app revolution is dead. In fact, it died years ago.

It had been a good run, but a revolution is no longer a revolution when the model is the status quo. With new apps created every day, the revolution has definitely been televised, commoditized and capitalized.

But while the app revolution is dead, a new movement is rising to take its place — the experience evolution.

With so many apps available, the ones that truly change the game extend beyond the device and change how you experience everyday tasks and activities. Take Uber for example, their app isn’t game-changing, but evolving the experience of taking a cab is powerful enough to disrupt an entire industry. And now wearables are doing the same thing.

Wearables are where the experience evolution kicks into high gear, but there’s one more piece to the experience evolution that is perhaps even more important for developers and organizations to keep in mind: How you experience something depends on where you experience it. Have you ever tried to read an e-book on an iPad in the bright sun? If so, you know what I mean.

This notion of where you experience an app as a fundamental principle came crashing home for me a few years ago when I spent some time in Kenya working with a number of Salesforce Foundation customers who were looking to build mobile applications on the Salesforce1 Platform.

My colleagues and I toured the Kibera slums where a customer was bringing clean toilets to the millions of inhabitants. Each toilet was managed by a franchise and run as a business. Part of that business was tracking usage to ensure adequate toilet distribution and waste removal schedules. The franchise tracked all of this using paper and pen.

I suggested it would be more efficient with a mobile app. The implementation partner quickly reminded me that we were in the middle of a slum in Kenya ­and you would get mugged for a mobile device faster than you could say “iPhone.”

I remember nodding my head. I could write the best app in the world; it would have amazing user experience and save people countless hours shuffling paper around. But I forget where the user would experience the app. Failing to do so will doom any app to the digital wasteland.

Where you experience something is critical. It’s a lesson I learned the hard way. But it is also the huge wearable opportunity: delivering new experiences at the right time.
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Teaching Social Skills to Improve Grades and Lives

Teaching Social Skills to Improve Grades and Lives | digitalNow | Scoop.it
Children who scored high on social skills were four times as likely to graduate from college than those who scored low.
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3 Steps to Successful Thinking

3 Steps to Successful Thinking | digitalNow | Scoop.it
Everyone thinks on some level, but how many of us actually think about… well… our thinking? Thoughts are the essence of everything we do or fail to do. They are the roots of words, which produce action, which produce habits, which produce character. When you think about it on that level, our thoughts are the very thing that control us. Take control of your life, your goals, and your success today by taking control of negative thoughts!
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How an Association Used a Vintage Plane to Drive Membership Enrollment and Engagement

How an Association Used a Vintage Plane to Drive Membership Enrollment and Engagement | digitalNow | Scoop.it
acing the challenges of increasing and maintaining membership base year after year can be difficult. The Aircraft Owners and Pilots Association (AOPA), Frederick, Md., touts sweepstakes as an invaluable tool for membership enrollment and engagement. Key to success is selecting a special prize, as well as the structure of the promotion. With more than 1.5 million entries generated last year, AOPA should know.
Choosing an aircraft as the grand prize for its all-pilot target audience, AOPA has taken flight through its sweepstakes for 20 years. Michelle Peterson, AOPA’s vice president of membership, cites this promotion as a proven strategy for her targeted areas of growth, including generating new memberships, increasing re-enrollments and elevating membership levels. “The airplane sweepstakes affords multiple levels of membership engagement.,” she said. “For some sweepstakes, we have involved members by asking them to choose a paint scheme or even inviting member input on what aircraft we should offer. Editorially, it’s a win/win, because our members enjoy reading about the plane and the winner. The aircraft sweepstakes has also shown up as a highlight in membership satisfaction surveys.”
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How predictive analytics will revolutionize healthcare

How predictive analytics will revolutionize healthcare | digitalNow | Scoop.it
Dartmouth-Hitchcock Health System is using Microsoft's Cortana Analytics Suite and Microsoft Dynamics to create a new type of healthcare. It will use predictive analytics to focuses on prevention, better care and cutting costs.
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Only the sharks survive? The risks of confrontation

Only the sharks survive? The risks of confrontation | digitalNow | Scoop.it
Confrontation sounds exciting and climactic. Directly taking on your superiors over a perceived slight or a co-worker over credit stolen can be a strong temptation. The fantasy of doing so and pulling it off is powerful. Hollywood makes billions appealing to this urge, depicting hero after hero speaking big words and standing up to formidable powers. However, in the real world, the one that we work and live in, confrontation is usually a risky and dangerous thing.
Unfortunately, confrontation often necessitates stating a position aggressively, defending it and then expecting a resolution. This is tricky territory for almost everybody, as it can lead to intractable positions being taken, fears of showing weakness, unintentional personal comments, and worst of all, the misidentification of motives. Such things, once surfaced, are hard to eliminate.
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Apple no longer dominates the tablet market it created

Apple no longer dominates the tablet market it created | digitalNow | Scoop.it
When the iPad first came out in spring 2010, tablets were a rarity. Of course, Microsoft and some of its PC partners had experimented with PCs in a touch-screen slate format, but those tablets never took off.

A year later, Apple was selling about 10 million iPads per quarter, and other manufacturers raced to capitalize on the trend. For a couple years, Apple was the tablet market.

As this chart from Statista based on IDC data shows, things have changed.

Samsung has come close to matching the iPad's market share for the last year, and nearly 60% of tablets sold now come from a group of smaller players, with nobody consistently dominating that group. (Lenovo is currently the biggest of that group with about a 6% share.) Meanwhile, the overall tablet market has been in decline for the last couple years — earlier this week, IDC reported that Q2 tablet sales were down 7% from a year ago.
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Organization’s Strategic Initiatives

My guess is that your answer is less than half or at least “not enough of them.”

Delivering on strategic initiatives on time, every time, is the hallmark of organizations that are best in the world at executing strategy, and they’re rewarded with a premium put on the value of their company.

Organizations that can’t deliver on their strategic initiatives fail at executing their strategy, and organizations that fail at executing strategy will not survive. It is just that simple. Improving how your organization delivers strategic initiatives increases your ability to execute strategy and, therefore, should be one of your organization’s top business imperatives.


Defining Strategic Actions

Strategic initiatives are those high-priority actions taken by organizations to close the gap between their current performance and their future vision. These critically important initiatives generally meet the following criteria:

Action(s) taken to move the organization towards achieving stretch goals defined in their future vision and strategy
Is expected to achieve significant/breakthrough improvement to business results and contribute to increasing the value of the organization
Is a major change and departure from the current way of doing things
Impacts a majority of stakeholders (employees, customers, suppliers, management) who will need to adapt to change for the initiative to be successful
Has a temporary life: there is a defined start and completion date
Requires significant investment of time, money, and people
Companies spend billions every year on strategic initiatives that meet these criteria with less-than-impressive results. More than half of these are abandoned when failure appears to be inevitable. Only 4 in 10 add value beyond the investment made and the ROI on strategic initiative portfolios (the collection of strategic actions) typically delivers 60% less than originally expected.
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Big Data, Internet of Things and Cloud Are Driving Digital Marketing: Many Plan to Divert Resources from Other Projects

Big Data, Internet of Things and Cloud Are Driving Digital Marketing: Many Plan to Divert Resources from Other Projects
Don Dea's insight:

Big data, the Internet of Things (IoT) and cloud are the hottest trends in technology, their applications numerous, from improving science and research to optimizing sports team performance and aiding law enforcement. In the business world, these technologies have become primary drivers of digital marketing initiatives. Massive data volumes, sourced from websites, apps and machines, enable marketers to develop highly targeted digital campaigns and promotions.

Enterprise cloud management provider 2nd Watch recently completed a survey of 500 IT and marketing professionals in large and mid-sized companies regarding the use of big data, IoT and cloud-based data warehouse technologies to support digital marketing plans and programs. The results indicate growing confidence in the use of these technologies and success deploying them.

Some top-line results from the 2nd Watch survey:

  • 50% of respondents are likely to expand use of big data to support digital marketing. Another third say programs have been so successful, they plan to divert resources intended for other projects to support big data-based digital marketing programs.
  • The majority of respondents (38%) are using big data to support digital marketing, but are in the beginning stages of doing so; 28% are being very aggressive.
  • The majority of respondents (29%) are using big data to better understand customers. The second most popular reason is for improving supply chains.
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FourQuadrant ! Marketing strategy's curator insight, July 31, 3:30 AM

Big data, the Internet of Things (IoT) and cloud are the hottest trends in technology, their applications numerous, from improving science and research to optimizing sports team performance and aiding law enforcement. In the business world, these technologies have become primary drivers of digital marketing initiatives. Massive data volumes, sourced from websites, apps and machines, enable marketers to develop highly targeted digital campaigns and promotions.

Enterprise cloud management provider 2nd Watch recently completed a survey of 500 IT and marketing professionals in large and mid-sized companies regarding the use of big data, IoT and cloud-based data warehouse technologies to support digital marketing plans and programs. The results indicate growing confidence in the use of these technologies and success deploying them.

Some top-line results from the 2nd Watch survey:

50% of respondents are likely to expand use of big data to support digital marketing. Another third say programs have been so successful, they plan to divert resources intended for other projects to support big data-based digital marketing programs.The majority of respondents (38%) are using big data to support digital marketing, but are in the beginning stages of doing so; 28% are being very aggressive.The majority of respondents (29%) are using big data to better understand customers. The second most popular reason is for improving supply chains.
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3 Reasons We Hate Performance Reviews and 3 Ways to Improve Them

3 Reasons We Hate Performance Reviews and 3 Ways to Improve Them | digitalNow | Scoop.it
Why we hate performance reviews: givens that we just need to suck it up and accept:

1. Human nature. People hate having their flaws pointed out and managers hate giving negative feedback. But wait, don’t all of the studies say people want and love feedback? Sure they do, as long as it’s positive feedback. When we receive feedback that challenges our assumptions about ourselves, we automaticity go into a protective “fight or flight” survival mode.

We deny, get angry, get defensive, or withdraw. No artist likes getting a negative critical review, no restaurant owner likes getting a critical TripAdvisor review, and no employee likes hearing their flaws pointed out by their manager.
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Yelp needs help, and buyout may be the answer

Yelp needs help, and buyout may be the answer | digitalNow | Scoop.it
Unless Yelp can come up with a strategy to boost its financial performance, the San Francisco-based company should consider selling itself, several analysts said.

Yelp put itself up for sale in May but then decided not to proceed, Bloomberg reported this month.

Yahoo Inc (YHOO.O), Amazon.com Inc (AMZN.O) and Priceline Group Inc PLCN.O would be possible buyers, analysts said.

Yelp declined to comment. Yahoo, Amazon and Google did not respond to request for comment, while Priceline said it did not comment on acquisition rumors.

"... A Google competitor interested in an advanced local position could view Yelp as an attractive strategic alternative," Evercore analyst Ken Sena said in a client note.
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10 Questions for Cortana, Siri, Amazon Echo and Google Now

10 Questions for Cortana, Siri, Amazon Echo and Google Now | digitalNow | Scoop.it
10 Questions for Cortana, Siri, Amazon Echo and Google Now
Don Dea's insight:
Which virtual assistant gives the best answers?

After its out-of-town tryout on Windows Phone 8.1, Microsoft’s Cortana is hitting the big stage with today’s release of Windows 10 (though the virtual assistant won’t be available in all markets.)

So I fired off roughly 25 questions and commands (some silly, some not) to Cortana, Apple’s Siri, Amazon’s Echo and Google Now. The following 10 responses showed off their differences the most. In my highly subjective tests, Siri triumphed, getting my winning vote for five of the 10 responses—but also providing some really disappointing answers, too. Echo and Google Now tied for second place, receiving three votes each; Cortana ranked last, with two votes. Maybe Cortana still needs a little more out-of-town fine-tuning?

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Meet Your New Customers: Generation C

Meet Your New Customers: Generation C | digitalNow | Scoop.it
The Rise of Gen C and How to Gain Their Attention
“Generation C represents a connected society based on interests and behavior. Gen C is not an age group—it’s a way of life,” says Solis. These connected customers are growing, while traditional customers are fading away. This is not the customer that gets their news from newspapers and magazines or waits for their show to come on every week. Instead, they binge watch on-demand shows, get their news on mobile devices, and communicate through texts and tweets.

Generation C possesses a sense of empowerment. Through technology, they have more control than ever, and with this control comes new expectations. These expectations demand instant gratification, personalized service, and individual attention.
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Why Interactive Content Marketing is the Future

Why Interactive Content Marketing is the Future | digitalNow | Scoop.it
Expect nimble digitally-savvy brands and agencies to be innovative with branded web experiences and interactive microsites in the coming years.

Brands and agencies with in house creative, design, UI, UX and development, and the willingness to invest more time and resources into content marketing will stand out and reap the benefits of their experiments.

Good Interactive Content Marketing is Just Good Marketing
Brands that are comfortable building for the user and not getting blinded by lead generation tactics will succeed with interactive content marketing. These same brands are already succeeding with content marketing in general and are building their companies and products around the customer and providing value without expectation.
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Why Every Organization Needs a Story Strategy | Convince and Convert: Social Media Strategy and Content Marketing Strategy

Why Every Organization Needs a Story Strategy | Convince and Convert: Social Media Strategy and Content Marketing Strategy | digitalNow | Scoop.it
Do you have a story strategy that encompasses many types of stories? Your strategy defines not only who you are; it defines what stories you tell, how you share them across your organization (that includes a story bank for all parts of the organization to access as needed), and how you’ll manage and lead changes, updates and engage others to tell their stories – including employees, customers and executives.
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How an Association Used a Vintage Plane to Drive Membership Enrollment and Engagement

How an Association Used a Vintage Plane to Drive Membership Enrollment and Engagement | digitalNow | Scoop.it
acing the challenges of increasing and maintaining membership base year after year can be difficult. The Aircraft Owners and Pilots Association (AOPA), Frederick, Md., touts sweepstakes as an invaluable tool for membership enrollment and engagement. Key to success is selecting a special prize, as well as the structure of the promotion. With more than 1.5 million entries generated last year, AOPA should know.
Choosing an aircraft as the grand prize for its all-pilot target audience, AOPA has taken flight through its sweepstakes for 20 years. Michelle Peterson, AOPA’s vice president of membership, cites this promotion as a proven strategy for her targeted areas of growth, including generating new memberships, increasing re-enrollments and elevating membership levels. “The airplane sweepstakes affords multiple levels of membership engagement.,” she said. “For some sweepstakes, we have involved members by asking them to choose a paint scheme or even inviting member input on what aircraft we should offer. Editorially, it’s a win/win, because our members enjoy reading about the plane and the winner. The aircraft sweepstakes has also shown up as a highlight in membership satisfaction surveys.”
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10 Ways Science Makes the Workplace More Productive

10 Ways Science Makes the Workplace More Productive | digitalNow | Scoop.it
No matter what market your company might target, ultimately you're in the people business. Even as a freelancer with no true employees, I’ve found that the customer is always right, and you must make them happy. If you’re running a company, your employees are your most valuable resource, and it behooves you to get the most out of them.

One way to do this is by hacking your workplace. In recent years, scientific breakthroughs have radically improved manufacturing processes, revolutionizing communication and resulting in new, useful products. However, even though the workplace is changing, too many offices still look the same as they did 30 years ago. Here are some ways you can harness new scientific understanding to help your office be more productive.
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Do smartphones make for smart students? Profs weigh in

Do smartphones make for smart students? Profs weigh in | digitalNow | Scoop.it
According to the study, 95 percent of 18 to 24-year-olds own a mobile phone and 97 percent of that population actively use text messaging. In addition, that age group sends or receives over 100 text messages per day or over 3,200 per month — which is double the same averages of those between the ages of 25 to 34.

But younger students aren’t that far off and are learning in similar ways.

More than a dozen teachers and professors interviewed in Miami-Dade and Broward counties agreed that cellphones play a major role in their classes.

“You’re doing them a disservice to them if you don’t use them,” said Eric Marshall, a sixth- and seventh-grade science teacher at Nautilus Middle School in Miami Beach. He has his students use their cellphones to create presentations and do research during class time.

“The ability and opportunity to look up and verify the information is second to none,’’ he said.
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Millennials in the Workforce: They’re More Different Than You Think

Millennials in the Workforce: They’re More Different Than You Think | digitalNow | Scoop.it
Millennials Want to Do New Things

Research shows that 79 percent of all millennials have a desire to travel to all 50 states. Seventy-five percent want to travel abroad as many times as possible, while 70 percent have a desire to visit all seven continents during their lifetime.

While these statistics may not seem directly related to the relationship between millennials and the American workforce, the data is ultimately indicative of the fact that millennials want to move around and see new things. The majority isn’t satisfied with sitting in one place forever. Corporate loyalty isn’t as important to millennials as it is to their parents.
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Is Data Driving Your Leadership Decisions? Eight Ways Customer Analytics Can Give Your Company a Competitive Edge

Is Data Driving Your Leadership Decisions? Eight Ways Customer Analytics Can Give Your Company a Competitive Edge | digitalNow | Scoop.it
In a global economy that’s becoming more competitive each year, every customer (and customer’s opinion) counts. Every customer interaction counts. Certainly, every dollar spent on keeping customers happy and coming back counts. That’s why, says Jeff Sauro, every leader needs a good working knowledge of customer analytics. (Yes, even if your company has data scientists and statisticians on the payroll.)

“Once upon a time, your company may have been able to shake it off if you threw a marketing idea against the wall and found it didn’t stick, or developed a line of products customers didn’t seem to like,” notes Sauro, author of Customer Analytics For Dummies (Wiley, 2015). “That’s not true anymore. Companies just can’t afford to have ‘black hole’ departments, like sales and marketing for example, where costs and outcomes are fuzzy to those on the outside.

“Your company’s success and even its survival depend on attracting customers and keeping them happy—and proceeding on guesswork and assumptions just isn’t a viable strategy,” he adds. “Everything is measured and evaluated these days. That means decisions across all departments must be made using solid research and cold, hard numbers—and leaders must understand this data.”

The bottom line? If you know what those numbers (also called metrics) are, how to collect them, and how to evaluate what they mean, you will increase your understanding of what drives your customers. You’ll also be better equipped to meet their constantly evolving needs.
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How communication and observation can enhance your executive edge

How communication and observation can enhance your executive edge | digitalNow | Scoop.it
Why do some people get ahead and others do not?
Don Dea's insight:

Executive Edge skill: Building emotional intelligence

Mastering emotional intelligence is about learning to manage your feelings so they help work toward goals rather than getting in the way. Have you noticed yourself falling into any of these habits of emotional thinking?

  • Filtering out the positive and focusing only on the negative
  • Polarized black-or-white thinking, where you neglect to consider gray areas
  • Overgeneralizations where one event inaccurately colors your thinking
  • The “fallacy of change:” expecting others to change because you need or want them to do so

Zoller and Preston advocate dealing with emotional thinking first by recognizing it, then by figuring out where the emotion is coming from. Armed with that understanding, you can move to a more logical place and replace those distracting thoughts with more productive ones. For example, if you’ve just given a less-than-stellar presentation, it’s easy to generalize that experience until you begin to doubt your ability to present in every situation. Instead, take a step back and recognize the source of your anxiety, then replace it with a commitment to work on your presentation skills so you’ll perform better and be more confident moving forward.

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Marc Wachtfogel, PhD's curator insight, July 31, 7:37 AM

Executive Edge skill: Building emotional intelligence

Mastering emotional intelligence is about learning to manage your feelings so they help work toward goals rather than getting in the way. Have you noticed yourself falling into any of these habits of emotional thinking?

Filtering out the positive and focusing only on the negativePolarized black-or-white thinking, where you neglect to consider gray areasOvergeneralizations where one event inaccurately colors your thinkingThe “fallacy of change:” expecting others to change because you need or want them to do so

Zoller and Preston advocate dealing with emotional thinking first by recognizing it, then by figuring out where the emotion is coming from. Armed with that understanding, you can move to a more logical place and replace those distracting thoughts with more productive ones. For example, if you’ve just given a less-than-stellar presentation, it’s easy to generalize that experience until you begin to doubt your ability to present in every situation. Instead, take a step back and recognize the source of your anxiety, then replace it with a commitment to work on your presentation skills so you’ll perform better and be more confident moving forward.

oconnorandkelly's curator insight, July 31, 11:54 AM

Executive Edge skill: Building emotional intelligence

Mastering emotional intelligence is about learning to manage your feelings so they help work toward goals rather than getting in the way. Have you noticed yourself falling into any of these habits of emotional thinking?

Filtering out the positive and focusing only on the negativePolarized black-or-white thinking, where you neglect to consider gray areasOvergeneralizations where one event inaccurately colors your thinkingThe “fallacy of change:” expecting others to change because you need or want them to do so

Zoller and Preston advocate dealing with emotional thinking first by recognizing it, then by figuring out where the emotion is coming from. Armed with that understanding, you can move to a more logical place and replace those distracting thoughts with more productive ones. For example, if you’ve just given a less-than-stellar presentation, it’s easy to generalize that experience until you begin to doubt your ability to present in every situation. Instead, take a step back and recognize the source of your anxiety, then replace it with a commitment to work on your presentation skills so you’ll perform better and be more confident moving forward.

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Broadband Speeds Are Improving in Many Places. Too Bad It Took Google to Make It Happen.

Broadband Speeds Are Improving in Many Places. Too Bad It Took Google to Make It Happen. | digitalNow | Scoop.it
The Wait-for-Google-to-Do-It Strategy
America’s communications ­infrastructure is finally getting some crucial upgrades because one company is forcing ­competition when regulators won’t.
Don Dea's insight:


It’s too often said that some event “changed everything” in technology. But when it comes to the history of broadband in the United States, Google Fiber really did. Before February 2010, when Google asked cities to apply to be first in line for the fiber-optic lines it would install to deliver Internet service to homes at a gigabit per second, the prospects for upgrading Americans’ wired broadband connections looked dismal. The Federal Communications Commission was on the verge of releasing its first National Broadband Plan, which stressed the importance of affordable, abundant bandwidth and the need to spread it by “overbuilding”—stringing fiber to houses and businesses even if they already had service over cable and phone lines with relatively low capacity. Yet at the time, as Blair Levin, executive director of the broadband plan, told me, “for the first time since 1994, there was no national provider with plans to overbuild the current network.”


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Mediocrity and disappointment are the outcome from following “Best Practices” for Managing Strategy

Paradigm-Shifting Next Practices of Advantage Strategy
When you call a plumber to your house to fix a leaky faucet or burst pipe you want the plumber to be prompt, understand the issue, and fix your problem quickly. You don’t really care what tools are in their tool kit or which ones are needed; you just want him/her to use their expertise and the right tools to get your job done right. If you’re the experienced plumber, you know that every job is different and requires the right combination of expertise, experience, and tools. Think of Next Practices as the tools in your new strategy tool kit. They are all available but you only use the practices necessary in each situation that match the particular strategy needs of your organization.

In the table below, we’ve organized a partial list of Next Practices ordered as they are typically applied in the strategy management life cycle—Preparation, Design, Planning, and Execution. In practice however, the good “strategy plumber” only selects the ones needed by their customer to get the job done right.
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All of Facebook's revenue growth since it went public comes from one source: mobile ads

All of Facebook's revenue growth since it went public comes from one source: mobile ads | digitalNow | Scoop.it
Facebook reported solid earnings yesterday, beating expectations on both revenue and earnings. It also revealed that more than 75% of its ad revenue comes from mobile advertising.

That's remarkable because when Facebook went public in May 2012, just three years ago, it had no mobile advertising business at all.

In fact, if you look at this chart from Statista based on Facebook earnings reports, it's clear that mobile advertising is Facebook's business. All of the company's revenue growth since it went public came from mobile ads — desktop ads and payments revenue have remained about flat. 
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