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Why Transformational Leaders Are In Demand

Why Transformational Leaders Are In Demand | digitalNow | Scoop.it
Transformational leaders are in demand more than ever. It is important to understand what specific benefits this particular style of leadership can bring to your organization, argues Brian Dozer, D. Mgt., MBA, adjunct professor at Brandman University’s School of Extended Education.
Don Dea's insight:

When leaders broaden and elevate the interests of their employees, when they generate awareness and acceptance of the purpose and mission of the group, and when they stir their employees to look beyond their own self-interest for the good of the group

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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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Nonprofit Benchmarks: Email, Social, Audience, Fundraising 

Nonprofit Benchmarks: Email, Social, Audience, Fundraising  | digitalNow | Scoop.it
Online nonprofit fundraising is on the rise, with explosive growth in sustaining gifts and a larger audience of supporters reached via social networks, according to an analysis of leading US nonprofits.

Email list is up 15%, online revenue grew 21% from 2012 levels, and the number of Twitter followers increased 264% over the past year, the 2013 eNonprofit Benchmarks Study, conducted by M+R Strategic Services and NTEN, found.

However, the long-term decline of email response rates is continuing, even as online revenues increase and social media audiences grow, according to the analysis.

Click-through rates for fundraising messages, for example, declined steeply (down 27% from 2011); consequently, fundraising response rates dropped to 0.07%—a 21% decrease from the prior year.
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What Are the Top Nonprofit US Brands?

What Are the Top Nonprofit US Brands? | digitalNow | Scoop.it
The Girl Scouts of the USA, Best Friends Animal Society, Stand Up to Cancer, American Red Cross, and Goodwill are among the top nonprofit brands within their respective categories, according to the Harris Poll Non-Profit EquiTrend brand-equity tracking study that measures and compares the health of some 87 nonprofit brands.

The Harris Interactive study measures the health of nonprofits across seven categories: Youth Interest, Animal Welfare, Health, Social Service, Disability, International Aid, and Environmental.

Youth Interest

The Girl Scouts organization, which turns 100 this year, is the top youth-focused nonprofit brand of year, according to Harris. The brand is also the second most familiar nonprofit organization overall, just behind the American Red Cross.

Reading is Fundamental (RIF) and Junior Achievement are the other youth-focused nonprofits that rank above the category average.
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How Well Do You Know Your Customer? Is There Any Point Creating Customer Personas? 

How Well Do You Know Your Customer? Is There Any Point Creating Customer Personas?  | digitalNow | Scoop.it
A good customer persona COULD contain elements that include:

Demographics
Are they male or female?
Age
Relationship Status
Children?
Educational background
Work status
Earnings
Where they live
Behaviours and Attitude
Preferred channels of interaction
Attitude towards your products or services
How good their level of knowledge tends to be towards your products & services
What products and services do they already use?
Are they tech savvy?
Are they conservative or innovative?
Things they Value
What are their dreams and aspirations?
What do they value most from the companies they interact with?
What are their key motivations
What are their goals in the short and long term
What problem, question, needs or want do they have or can we solve, answer or satisfy?
Obviously, these are just examples – you would substitute and amend these questions depending on whether the persona is a consumer or an employee in a business. Whoever is represented by the answers, it is not difficult to see how powerful it would be to know what the answers to these questions are. It is not difficult to understand that if you have this kind of clarity of who your customers are, that if you align your proposition to their wants and needs, you can confirm if you are likely to ‘turn them on’, so to speak!
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You, Machines, and the Future of Customer Service 

In a recent Zendesk study, they show the preferred support channel broken down by generation. The most prefered support channel for the Silent Generation and Baby Boomers is far and away the telephone. While phone is still significant for Millennials and Gen Xers, email, social media and smartphone apps have clearly surpassed the telephone. A Forbes article noted that 75% of Americans already use their mobile device to send and receive text messages. According to OneReach, 64% of customers prefer text messaging over voice for customer service. While the phone probably won’t go away altogether, it is clearly moving into a supporting role thanks to continued technological advances.

A look into the future promises an even more dramatic impact on customer service as we know it. I’d like to highlight three terms that everyone in this space should be familiar with.

Omnichannel
With the advent of multiple support channel options, the goal is not to have multiple different systems for contact center agents to log into in order to communicate with customers. We all know that a disjointed approach leads to mass confusion for both the customer and the colleague. In a Zendesk study from 2013, they noted that 37% of customers want to continue to speak with the same customer service representative regardless of the support channel they choose.
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Treat Me Like a New Customer ALL the Time

You have subscribed to a cable or satellite or mobile service, and you spot an ad offering what you’re watching or using for 40% off … for new subscribers, only. Or an offer for upgraded speeds or new channels … also for new subscribers, only.

You then go online or call your provider, usually after waiting on hold for a long time “because your call is important to us”, and learn that you’re basically stuck. These new offers don’t apply to you, your subscription is locked in, and it’s a come-on for new customers.

You ask “If I canceled my contract can I then get this smoking hot new deal?” and you find out that even that avenue is closed to you.

And if you threaten to cancel anyway, and to go the nearest competitor (which you freely share by name), you get one of two responses: (1) “Sorry, Charlie, but you can’t leave us without a big penalty” or, after battling with the “retention team” for 30 minutes (2) “OK, we’ll give you the new channel or higher speed at your current rate.”
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Should we believe that the customer is always right?

Should we believe that the customer is always right? | digitalNow | Scoop.it
The case against
A quick Google search of the exact title for this article is all that it takes to find the many responses against the case, trying to prove that customer is in fact, not always right. Amongst many out there, let us look at the three of the most common arguments in more details:

“Not all customers are good for your business.”
The reasoning here is that pleasing every customers nowadays doesn’t necessarily equate to having a better business, bearing in mind that the cost of doing so to the bad apple could actually outweigh the long term benefit – financially or even mentally. For instance, these undesired customers range widely from ones that are beyond unreasonable to ones that are just rude [link to a YouTube video].
Many more examples exist, but generally these customers are the ones impossible to please. In such case, treating them as if they were right thus is seen as unrewarding, since the time, money or energy a business put on them could be used instead to focus on others who are more cooperative and agreeable.

“The approach pits your employee against the customers.”
Because believing that customer is always right might very well imply that your employees are always on the losing side – even if the customers are clearly trampling over them and show no respect whatsoever. The implication for this could be grave and has been iterated by many experts including Alex Kjerulf, author of the book Happy Hour is 9 to 5, who suggests that favouring customers would lead to employees indignation, feeling unvalued in their work.
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Millennials Rely on W-O-M More Than Other Adults When Researching Consumer Goods

Consumers across generations are most likely to use online product reviews to research a consumer goods product or brand before buying, according to a Salesforce Research report [pdf]. Based on a survey of more than 2,000 US adults, the study shows that online reviews and word-of-mouth are considerably more influential to the research process for Millennials than for older adults.
That finding is supported by various other pieces of research:

A recent MarketingCharts study analyzing marketing financial services to Millennials found that this group relies on word-of-mouth to a much greater extent than other adults when choosing a financial services institution;
A survey from Deloitte revealed that word-of-mouth influences purchases more for Millennials and Gen Xers than for Baby Boomers and Matures;
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Lessons Every Great Leader Learns on the Job 

Lessons Every Great Leader Learns on the Job  | digitalNow | Scoop.it
Here are six of the most important lessons that every great leader will end up learning on the job.
1. The courage to be yourself: You can’t learn how to be authentic; you just have to be real. You can’t tell someone you’re genuine; you just have to honestly and truly be yourself. All your faults and weakness, all your strengths and gifts—when they are out and you are OK with it, when you know you are strong and you have room to be vulnerable, that is something no one can teach you. It has to come from within.
2. The quieter you become the more you can hear: Trainings and workshops teach leaders how to communicate well, and especially how to speak concisely and clearly. But they don’t teach you how to actually listen—how to be silent in your mind when another speaks so you can listen to understand, not to reply. Too often leaders think that in order to succeed they need to do most of the talking, but those who are most admired spend more time listening than speaking.
3. To trust is a two way street:  No one teaches you trust—either you trust or you don’t. But as a leader, you quickly discover that giving trust first earns you trust. And without trust you can’t truly collaborate. Trust transforms relationships; it makes a group of people into a team. Take the lesson and find the value of being the first to trust.
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 How to Manage Yourself so Your Boss Won’t Have to

What’s the difference between an employee that can’t seem to tie their own shoes without asking “mother may I” and one that can perform with a high level of autonomy and accountability?

It comes down to three things:

1. The employee must have a high degree of competence and confidence.

2. The employee needs to understand the mission and goals of the organization (clarity).

3. The employee’s manager needs to allow and encourage self-leadership. No micro-management allowed!

I learned an important model for self-leadership and empowerment from reading “Turn the Ship Around”, by former naval officer David Marquet. I also completed his online course for $75.00.
It’s called “the Ladder of Leadership”. I’ve used this model to manage myself, shared it with my boss, used it in my executive coaching work, and referenced it in our leadership programs here at the University of New Hampshire.

The model can be used to teach leaders how to “let go” and empower their employees to make their own decisions. It can also be used by leaders as a way to coach employees up the ladder. Finally, it can be used by anyone as a roadmap to self-leadership.
Here’s what it looks like from the employee’s perspective:

7. I’ve been doing…..
6. I’ve done…

5. I intent to…
4. I would like to….

3. I think….
2. I see….

1. Tell me what to do.
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Online Program Management: A view of the market landscape -

Online Program Management: A view of the market landscape - | digitalNow | Scoop.it
The biggest question is what type of program is being enabled. The OPM providers are helping with both degree and certificate programs. The majority focus on non-traditional students (i.e. what has become the majority of US higher ed), as working adults often working on degree completion or professional development of some sense.

The sweet spot of the market has been masters programs, but there are some OPM vendors also working with associates and bachelors programs. Certificates and direct ties to employment is a growing field, but even there there are differences – entry job skills, prof dev, career advancement.

The other big question is what is the type of business model. There are five big players, in terms of number of clients and revenue, that most people know about. These are full-service, mostly tuition revenue-sharing. There are a growing number of similar companies who are not (yet) as large as the big 5. There are also firms taking a different approach, more ala carte and fee-based instead of tuition revenue sharing.
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15 Thought-Provoking Quotes from Literature 

15 Thought-Provoking Quotes from Literature  | digitalNow | Scoop.it
Oscar Wilde once said, “If one cannot enjoy reading a book over and over again, there is no use in reading it at all.” This is especially true for the great books that are immortalized in paper and print for countless generations to enjoy.

People fall crazy in love with characters in books, often because they embody an ideal which they fundamentally identify with. When these characters express something particularly moving or thought-provoking, we keep their words in our hearts, and repeat them whenever we get the chance.

Actions speak louder than words, but quotes are without a doubt more repeatable. They’re easily shareable, whether it’s vocally, on a shirt, on your bedroom wall, or even on a quilt. We looked at classic books to find some of the most beloved characters and their thought-provoking quotes that will live forever in print and in our hearts.
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 Management Consulting and Training

 Management Consulting and  Training | digitalNow | Scoop.it
Within that matrix, we define behavioral-performance patterns that team members demonstrate from Slackers to Rising Stars and everything in between. The real insight lies in practical advice on how to lead those folks to improve their performance. By understanding the behaviors your team members demonstrate and how you invest (or don’t invest) your time and effort into them, you’ll get a clearer picture of the 8 archetypical performance patterns that can show up in the box. With that understanding, you can begin leading your team members differently, which will improve your team performance.
 
Those archetypes are as follows:
 
Exemplars (High Output, Low Input) can be categorized based upon their career aspirations. Some Exemplars want their great performance to provide them a stepping stone to larger roles and responsibilities. These are the “Rising Stars.” Other Exemplars are content remaining in their current roles. They’re experts and they’re satisfied with delivering outstanding results without much interference from their boss. These individuals are the “Domain Masters.”
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Publishers look to email to get around ad blockers

Publishers look to email to get around ad blockers | digitalNow | Scoop.it
Ad blocking is serious revenue problem for publishers. It’s a battle being fought with ad-free subscriptions, forced use of so-called "whitelists," and even just politely asking visitors to turn off ad blocking for websites.

So far the end user is winning, and adoption of ad block technology continues to rise on both desktops and mobile devices. And even more troublesome for the industry, it’s most prevalent among younger website visitors.

Conducting what amounts to lead generation via collecting email addresses, as well as visitor information via a social login, is new tactic in offering a value exchange.

“It’s saying, ‘If you’re not going to look at ads, then give us a data point that identifies you as a specific individual and we’ll be able to track you in a specific way — what kind of content you consume, viewing patterns and cross-device tracking,’” Dorian Benkoil, founder of Teeming Media, told Digiday. “They’re saying, ‘We’re not going to force you to subscribe or look at ads, but we are going to ask you take this in-between step.’”
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How Nimble Are You?

Forging a Truly Nimble Partnership

Utilizing our five-step process (see Figure 1), we took a structured approach to:

Understand the critical needs of the retailer client and the service provider, including the $180 million already invested, the careers on the line and the $20 million-per-year losses forecast for the service provider.
Gather input from stakeholders through a transparent interview and reporting process at multiple levels of the organization where the pain was most acute. We gathered and analyzed core qualitative data to see how all the pieces fit together intoone system.
Facilitate strategic planning sessions to surface the most emotional of issues (including blame, frustration and denial) to then align around the team’s top strategic initiatives and create game plans to achieve sustainable change.
Conduct progress checks to refine strategic work, address new issues, and build the strategic capability of the Executive and Leadership Team.
Evaluate results and think together about the next level of work only the team can do.
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Organizing for Constant Change

Constant Change Requires Focus on the Whitespace

Every change has two dimensions, the Event and the Whitespace. The Event is the concrete portion of the change. The Whitespace is the gap that each employee must navigate to adopt the new behaviours, activities or processes.

When implementing organizational change, a shift in focus to include the transition helps give employees the time needed to navigate the Whitespace before the next change initiative begins. When change is viewed only as an event, it is easy to overlook the white space of change.
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Is your organization change-innovative or cynical?

The difference between the change-innovative and the cynical organization

There are significant differences between the change-innovative and the cynical organization. One very important difference is the employees’ view of change. Employees of a change-innovative organization don’t feel a loss of control, nor are they stressed or overwhelmed by change.[1] They are able to move easily through a change with minimal disruption to their daily operation.

The employees of the cynical organization struggle with change. Their focus is on maintaining the current state. Leaders of a cynical organization experience high levels of negativity and skepticism when change is announced.

Another difference between the two types of organizations is their capacity for change. Organizational change capacity is your organization’s ability to implement a single change while maintaining your daily operation and not compromising future change processes.[2] It is critical for successful and sustainable change.
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Transient Leaders: Invigorating or Toxic? 

However short a leader’s tenure with an organisation, if he leaves behind the rolling adoption of a well developed new strategy – understood and bought into by the employee community – his legacy will be good. But many factors can result in a much less favourable outcome: lack of, or the wrong, strategy; insufficient comprehension and buy-in to changes; lack of change momentum; dependence on a departing leader.  Whether through intent or by error – through action or the lack of it – transient leaders too often become toxic: leaving an enterprise in a worse state than they found it.

The length of time in a key role generally has more influence on outcome than any other single factor. Assessing a situation, developing the right forward path, engaging employees such that they metamorphose into followers – none of these are quick activities. Hastening any of these undertakings increases the likelihood of a toxic end result. Equally so does setting a short-term strategy, aimed at supporting the premature departure of a leader with self-interest in mind.
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Customer Experience Managment Prevents Process Silos 

Customer Experience Managment Prevents Process Silos  | digitalNow | Scoop.it
Customer journey mapping is an eye-opener about process gaps — especially when it spans the end-to-end customer life cycle. It’s the job of customer experience management to drive smooth journeys and maximize value across the life cycle. Accordingly, it’s the role of customer experience managers to prevent process silos.

As we’ve analyzed silo quandaries in this series — organizational silos, channel silos, system silos, data silos — a common thread has emerged: there’s a set of silos that your company has created, and there’s a set of silos that customer experience management has created!

Why do process silos exist? Manageability. Myopia. Management’s inside-out thinking. Process silos are a product of organizational silos. And it’s a question of chicken-or-the-egg in whether process silos cause — or are caused by — system silos, data silos, and channel silos.
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Loyalty Marketing Best Practices in 2016 

Customer-centric experiences are still key
According to Gartner, 89% of companies believe that the quality of the overall customer experience will be the key factor in determining competitiveness.

Customer-centric is a fairly recent buzzword and can loosely be defined as an approach to designing the customer journey, at all stages and across all points of contact, that accounts for the unique demands and requirements of each individual user.
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Here Are The Institutions Americans Trust The Most And Least

Local banks are one of the only institutions in which adults show more trust than mistrust. (For readers interested in financial services, a new MarketingCharts report examines marketing to youth in this vertical.)

Adults are likewise more apt to trust than distrust retailers with loyalty cards and local online stores. But the opposite is true of a range of other institutions, including credit card companies, market research companies, and local media companies. Social media companies see a high degree of distrust, with respondents more than 4 times as likely to distrust (31%) than trust (7%) them. And cross-border e-commerce may have to hurdle some trust issues, too: 47% distrust foreign online stores, compared to just 4% who trust them.
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Caught in Team Drift? Consider Honorable Closure 

Caught in Team Drift? Consider Honorable Closure  | digitalNow | Scoop.it
4 questions to help know when it is time for honorable closure.
Is the meeting over?
Although the team itself is not ending, the end of each team meeting is an important moment. What will happen after the meeting? Are people ready to follow through on commitments?
Honorable closure creates focus and clarity. It can be as simple as taking a few minutes to recap decisions, next steps, appreciate what was accomplished and to thank team members.
Has the original goal been met by the team?
When you don’t put formal closure on a project that has been completed, often team members will continue to meet without a clear sense of what they are doing or why.
Hold a special meeting to acknowledge and celebrate what was accomplished. If there is more work to do, identify it as a new project. Perhaps the same people will continue, but don’t assume it. Look at the project goals, the skills required, the interest of current members, and whether additional members are needed.
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How top leaders find their next developmental goals

How top leaders find their next developmental goals | digitalNow | Scoop.it
How can you be more alert and aware about what’s next in your own development?  Consider what the best leaders do:

They observe themselves in action, and they simultaneously observe how others respond to them. This might sound easy, but it takes conscious practice. Its like splitting themselves in two – they observe themselves as they go about their workday while focusing on others’ reactions at the same time.

They reflect on what they’ve observed. Taking a few moments to stop and focus on what they’ve observed (and to record it for later, deeper reflection) helps them to remember what they see amidst their very often crazy days. A walk to another part of the campus they’re on or a break between meetings become quite useful in capturing their observations to think about later.

They ask for feedback frequently. They are specific in their “ask”, so that they can learn the specific behaviors that they need to sharpen. Instead of “how did I do in facilitating the meeting today?” they might ask, “Did I allow everyone to voice their opinions in the meeting today”? They know that when they are more specific, they’ll get more explicit answers.
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What’s Your Type? Making Online Education Work - Affordable Online Colleges

What’s Your Type? Making Online Education Work - Affordable Online Colleges | digitalNow | Scoop.it
What’s Your Type? Making Online Education Work
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Being an Authentic Leader Means No More Buzzwords

Being authentic means you have to abandon buzzwords and B.S. Sharing who you truly are is the best way to establish a connection and build trust with your team.
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5 Keys to Peer Advantage and Learning How to Learn

five factors that made your own learning team so successful.


1. Bring great people together and invite them to share an experience where, if they listen more than they talk, learn rather than judge, and be truly selfless in their exchanges with others, they will set the stage for achieving extraordinary results.

2. Create a safe environment for your team – a place where they can fearlessly share their ideas, experiences, and opinions. My guess is that in your course on Multiculturalism and Diversity, you had conversations about race, gender, and age, which I would suggest you never had with anyone before. (It was certainly the case in my learning team. And, because we trusted one another enough to have those conversations, we were all that much richer for it.)

3. Bring your best self as a servant leader to every interaction with others. I don’t mind saying we have a faculty here that really understands how to lead learning teams. Our job isn’t simply to lecture or point students to books and journal articles, it’s to be that servant leader who brings our students together, inspires them to learn from each other, and who creates learning team leaders in their own right. If we don’t do that, we haven’t done our job. Let me suggest that if you don’t bring your special brand of servant leadership to the lives of others, you won’t be doing yours, either.
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