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The Power of Pure Emotion Drives People to Action

The Power of Pure Emotion Drives People to Action | Inspire to Change | Scoop.it

This article is by Mars Dorian for businessgrow this piece is based on John Kearon's talk at a conference about the power of emotion and why you need to make people feel something to get them to do something.

 

Jan Gordon: My commentary

 

Know your audience and speak to their listening

 

This was mentioned in this article by the author who paraphrased

what John Kearon said:

 

”We are feeling creatures. Content matters so much LESS than you think it does. Do something shocking or exhilarating in your marketing, but don’t be bland. If people feel nothing, they do nothing

 

Do the best companies make you think or feel? The author suggests feeling is what makes things happen".

 

Jan Gordon: 


Content in any form is an important part of marketing. It's the door opener, the bridge that can lead to comments, relationships, brand advocacy, transactions and other opportunities that might not have otherwise happened. Using emotion that strikes a chord with your audience is very important.


This was a response from Mars Dorian to one of the comments and I absolutely agree with him: (again, know your audience, this might not apply to everyone).


"haha, I think the limits of pushing that emotional zone haven't been pushed yet - because companies as well as solopreneurs tend to hold back on the edgy, but effective stuff".


 

Here are some highlights that I think apply to content curators/arketers particularly: 

 

"PURE emotion is the sole buying decision influencer — because it’s targeting your oldest and most powerful part of the brain – the fight-or-flight REPTILIAN BRAIN".

 

Here are a few suggestions that caught my attention particularly for content marketers/curators:

 

Concentrate on the feeling benefit of your products and services

 

**show pictures, words and/or videos of how people feel after they bought your product or services - What state do you want them to feel?


Write Visual:


**The easier it is to grab your sentences, the more your audience can picture it. If they can "picture" it, they can feel it.


 

Selected by Jan Gordon covering "Curation, Social Business and Beyond"


See full article here: [http://bit.ly/SIKXEw]


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janlgordon's comment, August 20, 2012 1:44 PM
Thanks John for sharing this!
John van den Brink's comment, August 20, 2012 1:48 PM
You're welcome Jan. Is another great post! Have a great day.
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Busting the Myth That “ People Don’t Like Change ”

Busting the Myth That “ People Don’t Like Change ” | Inspire to Change | Scoop.it
In a change it is vital to think about the people and what they are going to lose (and also what their perceived losses will be).

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Miklos Szilagyi's curator insight, July 29, 5:12 AM

"...Managing change is never easy, but it can be managed more effectively by remembering that people are not resisting change – they are resisting loss..."

Rob Duke's curator insight, July 29, 10:10 PM

My guess is that most cops would embrace change that preserved most of their interests (safety, ability to arrest most serious offenders, etc.).

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Five Forces of Complexity and Change

Five Forces of Complexity and Change | Inspire to Change | Scoop.it

In this chapter of The Innovation Formula Langdon Morris examines five forces of change: technology, science, culture, the human population and climate change. The convergence of these five trends largely defines the modern world and the market environment to which we must adapt and respond. Understanding them will set the framework for the choices you will have to make, and the processes you will implement in order to create and implement your own organization’s innovation process.
Complexity and change is occurring fast today, and it’s getting faster. This is not news; you’ve heard it before, and doubtless you will hear it again. You also know it from your own experience.
So while we recognize that it’s not going to be particularly useful in this book to get into an exhaustive discussion of how change is happening or why its happening, we also think it would be a mistake to skip the topic entirely. Because the bare and inescapable facts of increasing complexity and accelerating change in the external market are the major forces that define the absolute necessity for innovation in your business, and in every business. Therefore, it’s a critical issue to think about change as we set out to design your organization’s innovation process and program.


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How to be a more effective agent of change | Alan AtKisson | TEDxUppsalaUniversity - YouTube

Alan writes books & articles, develops strategies, creates planning methods, trains professionals, and writes music–all aimed at helping people transform complex systems. His mentor was Donella Meadows, lead author of 'The Limits to Growth'. He shares with us core methods he's developed over his surprising career....and sings about Cats in Borneo.

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David Hain's curator insight, June 30, 5:25 AM

Transforming complex systems - it's the future of the world, or the world has a limited future!

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Change Management: Everything You Need To Know

Change Management: Everything You Need To Know | Inspire to Change | Scoop.it
A complete guide to change management and how you can use it for your business (including a step-by-step process).

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Ian Berry's curator insight, June 15, 7:01 PM

Like the model Don't like the term change management Do like the term change leadership

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The Internet of Things Is Changing How We Manage Customer Relationships

The Internet of Things Is Changing How We Manage Customer Relationships | Inspire to Change | Scoop.it

Just as it’s hard to remember what life was like before the iPhone, it can be hard to remember business before there was CRM software — back when you still had to explain that it stood for “customer relationship management.” Today, CRM pervades the way many companies track and measure how they interact with other organizations, across many departments: marketing, sales, customer service, support, and others. CRM made it possible to determine precisely who responded to a specific marketing campaign and then who became a paying customer, which customer called the most for support, and so on. It gave companies some overall measure of revenue compared with marketing spend — something described in this 2007 article in The New York Times.


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The Difference Between Change and Transformation

The Difference Between Change and Transformation | Inspire to Change | Scoop.it
By Lynda Bourne

 

Most organizations that take change management seriously have processes in place to train staff, reconfigure work practices and provide frontline support to ensure the p

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Darina Sainciuc's curator insight, June 1, 4:00 AM

Ce quoi  un bon management du changement ?

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Tom Bennett reviews ‘Creative Schools: the grassroots revolution that's changing education’ by Ken Robinson

Tom Bennett reviews ‘Creative Schools: the grassroots revolution that's changing education’ by Ken Robinson | Inspire to Change | Scoop.it
    Man who doesn't teach kids or run schools tells us how to teach kids and run schools If you only read one book by Ken Robinson this year, don’t read this one. In fact, put the other ones down too. There, I just saved you an afternoon of being patronised.

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Creating value from change

Creating value from change | Inspire to Change | Scoop.it
There is a steadily increasing focus within organisations on managing change and maximising the opportunities change is supposed to generate through realised

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Expressworks International's curator insight, May 11, 11:09 AM

It you find the content of this article useful, you may find Thomas Jarocki's blog post interesting as well.

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The Iceberg of Organizational Culture Change (Infographic)

The Iceberg of Organizational Culture Change (Infographic) | Inspire to Change | Scoop.it
87% of today’s leaders around the world cite culture and employee engagement as one of their top organizational challenges. This is according to a recent report from Deloitte, who interviewed over 3,300 executives and HR leaders in 106 countries. The data in this and other large-scale studies weave together an alarming trend around today’s changing corporate landscape: Changing demands of the emerging workforce and looming leadership development challenges are growing risks for business today. Organizations must find ways to change and adapt to the changing needs of their stakeholders in order to maintain high performance. Organizational culture change at any scale can be challenging. And in order to overcome challenges like these, we often have to start diving into the depths the organization and figure out what is truly driving the culture. But, what does that mean to you as a leader? As Deloitte’s study highlights; many business leaders know the importance of organizational culture,

Via Anne Leong
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Roy Sheneman, PhD's curator insight, May 2, 2:58 PM

A good leader considers his organizations culture in everything he does...

FRANK FEATHER ~ Business Futurist's curator insight, May 2, 4:30 PM

The biggest and most important aspects of organization culture often lie buried deep down, and often are deliberately suppressed. True leaders, raise the best aspects of organization culture to the surface, and build upon those elements to create an inspiring culture that transform the organization and its marketplace success.

James D Johnson's curator insight, May 2, 4:37 PM

Drucker's famous quote on Culture revisited...critical stuff

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Sir Ken Robinson: Creativity Is In Everything, Especially Teaching

Sir Ken Robinson: Creativity Is In Everything, Especially Teaching | Inspire to Change | Scoop.it
From Creative Schools by Ken Robinson and Lou Aronica, published April 21, 2015, by Viking, an imprint of Penguin Publishing Group, a division of Penguin Random House LLC. Copyright by Ken Robinson, 2015.
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What is Change Management?

What is Change Management? | Inspire to Change | Scoop.it
What is Change Management? What is change management? And I mean very specifically, what is change management? And why is it relevant to results management? It’s a question, a task to define, that ...

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Paul Summers's curator insight, April 5, 10:03 AM

Adaptability is the factor, yet so much of what passes as learning & development is about compliance to process and prescriptive practice.

Susanna Lavialle's curator insight, April 5, 3:56 PM

One step I have noticed (that is too often forgotten) is the need to define clearly the change scope : what changes, what is the desired future state and what are all the elements that need to change. Clarity and top leadership alignment on the change objectives is critical. Also, the leader's role is to ensure that the changes will be measured - the change team should make sure this is transferred into the operational metrics. Often, if the change gets off track, the targets were not clear for all - or some key people were just being measured (and recognized) for performing well according to the past processes and standards. 

Easier said than done.

Ian Berry's curator insight, April 5, 7:40 PM

This article has some good insights. The trouble is the premise Change management is an oxymoron. It can't be managed. We lead change and manage the things around it. Like people management also an oxymoron we need to bite the bullet and drop change management as a concept all together.

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Culture: The iceberg that sinks organizational change

Culture: The iceberg that sinks organizational change | Inspire to Change | Scoop.it
This is a really great infographic from Torben Rick: "Culture: The iceberg that sinks organizational change". This infographic describes what really goes on vs what we think happens! The culture of...

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Harry Cannon's curator insight, July 30, 4:22 PM

Always worth doing even a quick culture check when planning changes.

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Stop Failing to Change, Part 3 - OKRs and Continuous Performance Management

Stop Failing to Change, Part 3 - OKRs and Continuous Performance Management | Inspire to Change | Scoop.it
In my previous blogs I discussed the first two phases in change management. The first...

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The Marathon Effect of Leading Change

The Marathon Effect of Leading Change | Inspire to Change | Scoop.it
When planning and leading significant changes, leaders need to be aware of the "marathon effect" of organizational change.

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Change: Less Management, More Leadership, Better Results

Change:  Less Management, More Leadership, Better Results | Inspire to Change | Scoop.it
Seventy percent of all change efforts fail to achieve their desired results. John Kotter shared that statistic in 1995, and studies support that number today. Think of all the books, articles, speeches, and workshops that you have seen or attended about change since that time. Don't you think we would be better at change by now?

Via Anne Leong, Mark E. Deschaine, PhD, Alexis Assimacopoulos, Roger Francis, Aki Puustinen
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Ian Berry's curator insight, June 24, 6:34 PM

Agree 100% with the premise both in the headline and the idea of over-managed and under led I would add tapping into the great emergence of self-leadership and self-management People will bring about the required change when they see the value for themselves as well as others

Daniel Tremblay's curator insight, June 25, 8:31 AM

J'adore!  La meilleure stratégie de gestion du changement n'ira nul part sans un leadership fort.  En mandat, lors de la présentation d'une telle stratégie, j'ai posé la question suivant: "Qui lead le changement?  Qui va le défendre à tous les niveaux de l'organisation".  Pas de réponse claire; en fait, surtout des réponses du type: "Certainement pas moi".

 

I love that.  The best change management strategy needs a strong leader in order to succeed.   Not long ago, during a presentation of such a change management strategy, I asked the question: "Who is going to lead the change?  Who is going to promote it across the organization".  No clear answers.  In fact, I received answers like "Certainly not me!".

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Real Vision, Real Knowledge – An Interview with Raoul Pal

Real Vision, Real Knowledge – An Interview with Raoul Pal | Inspire to Change | Scoop.it
Raoul Pal has previously co-managed the GLG Global Macro Fund in London for GLG Partners, one of the largest hedge fund groups in the world. He came to GLG from Goldman Sachs where he co-managed the hedge fund sales business in Equities and Equity Derivatives in Europe. Other stop-off points on the way were Natwest Markets and HSBC. He started his career training traders in technical analysis.Raoul retired from managing client money in 2004 at the age of 36 and now writes for The Global Macro Investor, his flagship publication on global markets, and is a cofounder of Real Vision TV, the world
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99-Year-Old Grandmother's Lessons on Change

99-Year-Old Grandmother's Lessons on Change | Inspire to Change | Scoop.it
She embraces that which improves her life, tolerates what is inevitable and discounts what is meaningless to her... pretty straightforward.

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Cathryn Wellner's curator insight, June 9, 1:45 PM

That kind of attitude is common in people who live well into old age.

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What You Need to Know about Resistance to Change - Switch & Shift

What You Need to Know about Resistance to Change - Switch & Shift | Inspire to Change | Scoop.it
Overcoming resistance to culture change needs reimagined. Many change teams lament the existence of resistance when they should be using it to their advantage

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Mark Leslie: “The Key to Enduring Growth Is Strategic Transformation”

Mark Leslie: “The Key to Enduring Growth Is Strategic Transformation” | Inspire to Change | Scoop.it
A lecturer in management shows why only a select few companies manage to extend their lives decades beyond the competition.
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Women over 55 best suited to lead transformational change, finds PwC - People Management Magazine Online

Women over 55 best suited to lead transformational change, finds PwC - People Management Magazine Online | Inspire to Change | Scoop.it
HR encouraged to expand traditional definition of talent

Employers are being urged to look beyond traditional talent pools as businesses face a stark shortfall of strategic leaders able to deliver successful transformation.

According to research from PwC’s consulting business, just 8 per cent of senior managers have strategist attributes required to affect change.

Of the 6000 European professionals surveyed, the largest proportion of strategist leaders were found to be female and over the age of 55, an area of talent often “overlooked,” said Jessica Leitch, people and organisation consultant at PwC.

These females were more likely to be able to see situations from multiple perspectives, employ positive language and exercise power courageously, according to the analysis.

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David Hain's curator insight, May 19, 4:24 AM

Women over 55 most likely to have strategist qualities ~ PwC

Tony Brugman (Bright & Company)'s curator insight, May 28, 10:25 AM

Want to transform your organisation successfully? Better employ the most-overlooked talent resource in your organisation: women of 55 years and older!

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How to really change education — excerpt from Sir Ken Robinson’s new book

How to really change education — excerpt from Sir Ken Robinson’s new book | Inspire to Change | Scoop.it
In 2006, the internationally known educator Sir Ken Robinson gave a TED talk — titled “How schools kill creativity” — that became the most popular of all time, with more than 32.6 million views to date. Robinson, who has worked in education for some 40 years, published a new book on Tuesday that expands on […]

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Change Management Is Understood; Change Leadership Is Overlooked

Change Management Is Understood; Change Leadership Is Overlooked | Inspire to Change | Scoop.it
The effects of change are felt up, down, and around our organizations. Change can be seen as positive or negative, exciting or demoralizing, vital or unnecessary, easy or difficult-often all of the above.

The role of mid- and senior-level leaders in making change happen is critical. Managers of teams, projects, departments, and functions are in a unique and powerful position. These are the leaders who must translate the vision of change from the C-Suite to the ground troops, help direct reports navigate the emotions of change and transition, and influence change agents to generate alignment and commitment for the change effort to be successful.

How can managers become better equipped to steer their organizations and their people through change?

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Ron McIntyre's curator insight, April 27, 11:46 AM

I am a great fan of the Center for Creative Leadership and this article is representative of some of the ideas you will find there.

Ian Berry's curator insight, April 29, 3:18 AM

I like the model on page 2 of the report It very well simplify's the difference between change leadership and change management.

Elías Manuel Sánchez Castañeda's curator insight, May 17, 1:30 PM

In my experience in public and private institutions, when it has been necessary to make important changes that significantly affect the collaborators and the rest of the employees, it was necessary that I become my main animator, since most employees opposed the changes usually passively.

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How to Lead Strategic Change Without Inciting a Mutiny

How to Lead Strategic Change Without Inciting a Mutiny | Inspire to Change | Scoop.it
Much has been written about how new CEOs - the “corporate saviours” – influence the early stages of leading strategic change, but the reality is deep-rooted change frequently fails as a result of subsequent implementation problems across the organisation.

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