by Miriam Hara | Aug 21, 2013 | Business Success, Latest, Management, Social Media
The echo generation is not a new story. We’ve heard about them for years. Those born in the eighties and nineties, they’re called the echo generation because they are the demographic echo of their parents: the infamous baby boomers.
We knew by their sheer volume the echo generation would transform our lives. And why wouldn’t they? They are a fast, quick thinking group with information at their fingertips. With mobile phones and unlimited access, no question goes unanswered for more than a few minutes. Arguments about facts are settled within a google second… there is no dispute over who is right or wrong. The ultimate multi-tasker. They are involved with everything. They talk, text, download music, post to social media accounts, take photos… sometimes simultaneously!. And they do it at all hours of the day. Their social circle reaches to all corners of the world. They can as easily talk, Facetime or Skype to Singapore at any hour of the day on a whim, at less than a moment’s notice!
The echo generation is plugged in
Like in the Matrix they are the totally plugged-in citizens of a worldwide community. The only difference is the plug is wireless and it’s not in their head. And with this connection comes the transformations that has changed the way we do business…. and the speed in which we do it in.
The echo generation extended our work day
You may not have noticed. It’s been a slow, insidious process. But the extended work day has seeped into our work culture and personal world. It’s not overtime that’s a few extra hours here and there at the end of the day. It’s a work day that starts you get up and ends when you go to sleep… if you go to sleep! Now that the echo generation is part of the work force they are keeping us up at night. I call it the No Place, No Time Rule. It doesn’t matter where you are or what time it is, as long as there is access, your work day is not over. I keep my phone by the side of the bed and listen for the tell-tale tone that informs me I need to respond. Think about it… when planning a holiday in whatever part of the world… one of the check marks about a place is whether it has WiFi… and if it’s free!
Did the echo generation create the new work order?
Who created this business landscape? Many say it’s the echo generation. I tend to give credit where credit is due… to those that have created the foundation of the technology and gave the echo generation the tools. Suffice to say neither Bill Gates nor Steve Jobs are from the echo generation! But, did the echo generation seize the technology and make it work the way they wanted? Regardless of who created this, the echo generation have paved the way to a work week without borders. No longer are weekends true weekends. It’s 24/7. Better get used to it.
by Lisa Wedmann | Jul 25, 2013 | Advertising, Business Success, Communications, Latest, Management, Problem Solving
Writing communications for business is a lot like swimming, if you don’t know the water you better stay out.
How deep is the water? What’s the temperature? Jumping in cold water… brrrrrrr… jumping into hot …well, just ask a lobster. Rocks in the water? In case you didn’t notice, rocks don’t move. And what if someone else is already in the water? What if they get in your way, panic and try to pull you under?
There are many dangers in not knowing the water.
Writing business communications is similar. If you don’t know what you’re getting into you can get yourself in some serious trouble. Here’s how to avoid those common, sometimes dangerous, errors when writing business communications.
Communications Tip #1 HOW DEEP IS THE WATER?
Many communications are written without knowing the characteristics of the audience. Who is reading your communication? Is it your team member, your boss, your client or the CEO? Each of these communications need a different style and tone appropriate to the audience. Don’t think that one style of communication fits all. Each of these audiences requires a different degree of information.
Your CEO doesn’t need all the details. What the CEO needs is a high level summary of the important points. Your client needs something different as does your boss and your team members.
You must fit the style, tone and content of your communications to the audience.
Communications Tip #2: WHAT”S THE TEMPERATURE?
Is this a hot communication or cold? Is this high priority or low?
Be clear on the urgency of your communications. As in all things in life, timing is critical. Act and expect actions depending on the pressures of the situation.
Communications Tip #3: WHERE ARE THE ROCKS?
What is lying in wait for your communications?
Is there a chance your communication could be interpreted the wrong way? Could someone take the wrong action based on this misinterpretation? Could your communication get blocked?
And though seemingly innocent, you mustn’t overlook those nasty little fish that hover around rocks and cause you distraction?
Don’t assume that you can simply avoid issues without knowing the dangers. Know the danger of your words and write your communications with these risks in mind.
Communications Tip #4: IS ANYBODY ELSE IN THE WATER?
This is the tip that many tend to forget. Who else is in the water? Who are the other players? Are they sending communications for or against your needs? How can you take advantage of communications by others? Can you piggyback on their information?
Be aware of others, whether they support or negate your cause and determine your best approach.
STAY SAFE
In swimming and in business communications, play safe. Do the right thing, at the right time and you will enjoy your day and all going well, catch some additional rays.
by Lisa Wedmann | Jul 16, 2013 | Advertising, Business Success, Latest, Management, Uncategorized
He was a big man and he smoked a big cigar. He was standing beside his desk, with his back to me, smoking a cigar and looking out the window at the city skyline. His presence dominated the room.
That’s how I first saw him. That’s how I remember him. Big and in control.
It was my first day on the job and I was being given the typical meet and greet walk. He was on the third floor, the executive level. I knew it was the executive floor since there was a big sign that said “EXECUTIVE LEVEL”.
In the office marked Vice-President, I was introduced to this giant of a man. As we left and walked down the stairs, my guide turned to me and whispered, “he’s a decision maker”.
That took me by surprise. I wasn’t sure what it meant, or why it was important to me so I nodded wisely.
I soon learned how important it was to be a decision maker when I was assigned to work in his department.
He terrified me. He barked orders. I followed them.
I asked questions. He gave answers.
HE MADE IMPORTANT DECISIONS QUICKLY
As I navigated through the politics of that first job, it wasn’t long before I came to understand how lucky I was to have a boss who was a decision maker, someone who was not afraid to answer questions and make important decisions.
But once I left that first job, I also learned how rare it is to find someone who can make important decisions quickly.
This man was not afraid to make important decisions and he wasn’t afraid to make them fast. Fearless and fast, traits valued in business since he soon left his job as Vice-President to become King of the Universe.
DID HE HAVE A SECRET WEAPON FOR DECISION MAKING?
Fortune favours the brave, at least that’s the way I saw it. He was one of those brave people who don’t hesitate. It didn’t matter if the question was related to ordering lunch or business strategies. He didn’t skip a beat. He simply opened his mouth and out jumped the answer.
I often wondered how he made his decision making choices. Did he have a plan for decision making in business or was it simply intuitive?
Just recently, I met one of my co-workers from that time and as typical when old friends meet; we began to reminisce and recall our days working together. We had both worked for Mr. Big Cigar. I reflected that after years of working for and with people who were reluctant to make important decisions it was a pleasure to have worked with someone who had no fear.
IF ANYONE KNEW SHE WOULD
I asked if she had any idea how he was able to make so many good important decisions. She was his right hand and if anyone knew she would.
She laughed.
Mr. B made a lot of decisions, she told me. What many didn’t realize is that they weren’t all the best decisions. They were close to the best but they weren’t always the best. They were aligned with the goals and objectives of the business, but you couldn’t comment that each one deserved that number one recognition.
The secret she confided was that he made decisions. And because he made decisions he became the decision maker. Some were good. Some were bad. But none were in limbo.
Bad decisions will rise to the top and become visible. Good decisions will float. But no decision will sink you…. fast.
THE SECRET OF MAKING IMPORTANT BUSINESS DECISIONS
What Mr. B. understood is that any decision is better than no decision. And that’s the secret.
“In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” Theodore Roosevelt
by Lisa Wedmann | Jul 10, 2013 | Administration, Business Success, Latest, Management
Before we start let me be clear on the definition of a leader.
Well then again ….. maybe I can’t be clear.
I can’t be clear because leadership is an art not a science.
It’s not easy to pin down leadership characteristics. Regrettably, there is no magic formula you can follow to turn yourself into the beloved leader who knows how to push all the right buttons.
And to make matters complicated, in today’s matrix environments it isn’t always easy to tell who the leaders are and who are the followers.
Gone are the days when a Supervisor sat in his office and overlooked the floor of busy workers who followed set rules and obeyed orders. That old distinction between a leader and a follower no longer exists.
DISTINCTION BETWEEN A LEADER AND A FOLLOWER
Without those clean marks of distinction it can be rough to distinguish where your responsibilities start and where another’s stop. And when leadership responsibilities are not clear, you may wonder is it your job to lead or does the responsibility belong to someone else?
Sometimes there is no straight-forward answer.
It could be the person leading a team or running a corporation. It could be a Project Manager or Head of a Department. In these situations, it’s easy to tell who is the leader. The title defines the status. But more often than not these people will jump in to assist in some way or another or they bring in others to help with big decisions or challenges.
Then what about when those who are leading a specific part of a project? Sometimes identifying a leader is easy. They lead, direct and interact with others and rely on them to help get the job done.
Who’s the leader now? Is it the Manager driving the project, the Project Manager who is leading the team or the specialist running her end of the show?
Consciously or unconsciously different people are in charge at different times and places. For one reason or another they have the responsibility to lead.
SUPERMAN OF LEADERSHIP DOES NOT EXIST
Today’s’ world is dynamic where challenges are too complex for just one person to handle. The Superman of leadership does not exist. Instead we are faced with the dichotomy of Superman and Clark Kent. On one hand we are saving the world and on the other we are heads down in our work.
In reality, we are both leaders and followers.
WE ALL ANSWER TO SOMEONE
This flexible definition of leadership that changes from one minute to the next may not be crystal clear.
But one thing is clear when we are looking for the definition of a leader and that is we all have a boss.
Whether it is a supervisor, a manager, or a customer. Whether it is shareholders, a Board of Directors or the person who signs your timesheet, we all answer to someone.
And at one time or another we have all been the leader where we lead and direct the outcome of our tasks.
Leadership qualities are fluid. One minute you’re the driver, the next minute you are the passenger.
It’s complex.
Or as Mongomery Burns says when he tries to scoop homer’s brain to turn him into a robot, Dammit Smithers, this is brain surgery, not rocket science.
What qualities do you wish to see in a leader? What don’t you like?
by Lisa Wedmann | Jul 8, 2013 | Administration, Advertising, Branding, Business Success, Latest, Management
Today I am sitting at my desk staring at my inbox full of emails. There are 30 emails waiting for me to open. I know each one of them is important and each one requires an answer. I have a meeting in 15 minutes. I don’t want to be late but there may be something urgent in one of those emails.
How do I know which emails to read?
Typically I scan the emails to look for subject lines of projects I know are urgent. This usually works. I find what I need immediately and the rest can wait until after my meeting.
But I pity my poor boss who mentioned in the meeting she has over 250 emails sitting in her inbox.
My first thought, did she read my emails from yesterday?
Then, that made me think.
Does she know which ones are urgent?
There must be others who are faced with this type of situation. I began to question myself, how can I get more attention for my emails at work? Is it because there simply isn’t enough time? Is there a way that time management at work will help?
Maybe, but there are other ways.
Time management is important but it is more a symptom and doesn’t get to the root cause. If your email is not working to get the attention you need here are a few suggestions.
My best tips on HOW TO WRITE EMAILS AT WORK
Choose your emails carefully
It’s mostly common sense but common sense seems to fly into cyberspace where email at work is concerned. And that is to choose your emails carefully. It stands to reason if you are known as that person who emails about everything, if you become the boy who cries wolf, your email will go to the bottom of the list.
If anything is the kiss of death in the email war, then this is it.
If you haven’t thought about it before now, your personal competence is being judged every time you write an email. If your email is convoluted then people will think you are convoluted. Either consciously or subconsciously they will label you as an unclear thinker. Not the type of person they want on their team.
Before you send an email consider its value and whether it will help to advance your cause if it doesn’t then don’t send it.
Prepare your subject line carefully
Be clear in what you want in the subject line and provide a deadline if possible.
For example, “Approval to proceed required by Thursday 2 pm” or “Feedback request by noon today”.
You can even use the subject line for a question. “Can we meet at 3 today?” “Our meeting today is changed to Friday”. Or what about a response to a question? “Yes I will be on Flight 429 leaving at 4.30.”
Aim for quick answers
I’m sure you do it yourself. You look for the easy emails and you answer them first. We tend to answer emails first that require a quick response or a quick answer.
Is there any way you can accomplish what you need by breaking it down to a very simple question?
If it is not a question and requires more detail, consider putting a 2 or 3 line summary at the top of the email and the balance of your content following. Often the extra information you provide is either background to the summary or to support your due diligence. If the reader is familiar with the subject they may not need this extra information or will skim it quickly after they read the summary. Either way, they have spent less time on the email and there’s a good chance you will get a faster response.
Pretend you are on your phone
You know you should keep it simple. You may try hard to keep it simple but it isn’t always easy particularly for those emails at work that are … well, more complicated. A simple trick is to pretend you are texting on your phone. What would your email look like then?
Limit yourself to one subject per email
When there is more than one subject per email it is difficult to respond to all the different subjects. Some may not have an answer, some need an urgent response and some are on hold. Then, when you receive the response to a multi-subject email you need to track which subjects had answers and which did not. It can become complex and almost overwhelming when there are too many subjects in one email. When we limit ourselves to one subject per email we make it easy for others to answer.
Turnaround is fair play
If you expect others to respond to your emails quickly then you must do the same in turn. Don’t be the bottleneck who holds up the email at work.
Writing the best emails
In the beginning you may feel that writing the best emails take more time since you will need to compose your thoughts, you will need to take those extra few minutes and think, really think before you hit the send button.
