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Growth Health and Wellness

Getting Carded – Why Sports Cards Are Now Content

 

The thrill of victory, the agony of defeat.

The old line from ABC’s Wide World of Sports perfectly sums up Americans’ obsession with sports. They are fanatics and will hang with their team from the best of times to the worst of times.

Professional sports fans can’t get enough of their favorite teams, or athletes, with licensed merchandise and other paraphernalia, which adds up to billions in sales.

One collectible that’s seemed to stand the test of time is sports cards. These are not the same cards that came with the chalky pink gum, or you used to stick in your bicycle spokes. Today’s sports cards are big business and even get traded on the blockchain. In fact, they are currently a $5.4 billion industry!

Sports cards became such a hot commodity during the peak of the pandemic that Target pulled new shipments off their shelves because people were fighting over boxes of new cards.

While cards are back on the shelf at Target, Jason Howarth, Vice President of Marketing for Panini America, says the thrill of the hunt and the uncertainty are big reasons customers are collecting.

“What happens when you’re opening up a product is that idea that you don’t know what’s inside the box. You open up that product and happen to hit that card. You know that you have a big one,” Jason said. “That’s the value that we bring to the collector and that when you collect our cards, you’re collecting them for enjoyment and entertainment. You may also be able to collect them for value and investment long term.”

 

 

Cards as Content

Panini has its roots in content, just not sports card content. The company began as a newspaper distributor in Italy back in the 1960s. In 1970, it started printing stickers for the World Cup, creating an international craze and the beginnings of a big business. Today, Panini prints sports cards and other licensed collectibles sold around the world.

While you may think of sports cards as a hobby, but Jason told me you should also see them as content.

“Every year, there’s a fresh group of players that come in,” Jason said. “You’re telling and building off of their stories. But, I think the thing that’s most powerful for us is that our product is the player. So, as the player performs on the field, we have an opportunity to tell that story with every player that kind of steps in and does something different and special.”

 

Panini America is doing more than telling stories by printing glossy cards. They have more than 2,000 athletes each year signing special edition cards. The company adds even more value by printing cards with pieces of the player’s jerseys, NASCAR racing items, and parts from arenas where big sports moments happen. Jason says these cards aren’t just notable for collectors and fans. The athletes get a kick out of them, too.

“It’s funny. It doesn’t matter how special that player is. Whether they’re a superstar or not. That first time you get a card in your hand, and it’s your card, it’s like a moment of validation,” Jason explains. “You grow up as a kid wanting to play pro sports. You want to hear your name called by your favorite team when you’re drafted. You want to hear your name called for the game-winning shot. The other side of that is seeing your first trading card. And every year that happens with every rookie class, and the designs now are so special that even those superstars, when they look at cards, they stop and take a look before they sign them, and they’re like ‘wow, this is incredible. Can I keep this?'”

 

 

Bye, Bye Bubble Gum. Hello Blockchain.

There have been many headlines about NFT’s (non-fungible tokens), digital collectibles that could be a picture, video highlights made in a limited run tracked by the blockchain. Sport NFTs are a current collectible craze, and Panini is on top of it. Jason says Panini started going digital in 2014 when it released an app for football and basketball cards. The company started digging into binging its product to the blockchain in 2018. Then in early 2020, Panini launched a blockchain platform on its website. Before that happened, work went on behind the scenes, including marrying the new product to the core business.

“The first thing we wanted to do is make sure that we sold our product and U.S. dollars only. So, (collectors) didn’t have to figure out how do you go get a crypto wallet. We wanted to take that volatility and that part of the process, out of it,” Jason said. “The second step for us, was tying it to a physical card, so that, in addition to getting the NFT blockchain asset, the digital asset, you also got a physical card that was associated with it. Because collectors understood the value of the physical card, they knew what the value of an autograph Kobe Bryant card was. They didn’t know what the value of an autograph digital version of that card would be.”

Offering NFTs also made the buying experience instant. Starting this NFL season, Panini started offering NFTs on Monday based on the previous Sunday’s players’ performances.

 

Scarcity as Value

Whether it is a physical card or NFTs, the sports card business is built on scarcity. Therefore, the most valuable cards sold attract attention because they are rare.

“The DNA of a trading card is scarcity. That’s what drives the value. We need to make sure that we’re always maintaining a level of scarcity in the marketplace. To make sure that we’re propelling those markets and make sure that there’s long term value in the card,” Jason said. “We’re so laser-focused on building our product, making sure that we’re maintaining the long-term value of the products that all the other stuff will, continue to just feed off of what we’re doing in the marketplace.”

Scarcity of valuable cards, but no shortage of related content. If you want to stand out in today’s digital economy, you’re going to need content to stand out and attract traffic.

Take your signature product and build content around it (just like Panini America). Be your own sports superstar and take your performance on the field and turn it into off-field gold.

Learn how to compete in the content marketplace by downloading The Network, an e-book from C-Suite Network’s Chief Marketing Officer, Tyler Hayzlett.

 

Download a copy HERE   

Categories
Best Practices Entrepreneurship Leadership Marketing Personal Development

Five Phases of Business Growth You Should Know

Would you agree that it’s easier to start a business now than 20 years ago? According to an article by the World Bank, the time to start a new small is favorable.

This can be attributed to many different factors. According to this article, 18 years ago, it took entrepreneurs worldwide 52 days to register a business, on average. Now, it only takes around 20 days. More countries have opened online channels making the registration process more convenient, accessible, and affordable than before.

If you’ve been planning to start a business, now’s probably the best time to do so.

Why? Because we’re seeing a shift in the way people do business. The recent pandemic has greatly transformed the market landscape.

Due to COVID restrictions, consumers were initially pushed to transact purely online, relying on market makers such as Amazon, eBay, and other internet-based platforms, but now that everything’s slowly getting back to “normal,” signs are saying that the consumer behaviors might not go back to the level it was before COVID hit.

Regardless, business is business, and in this article, MarketAtomy will share with you something crucial—the five phases of business growth. This is a particularly handy piece of information to know, especially if you plan to start a business soon.

Why Learn the Five Phases?

Think about your primary motivation for why you’re planning to engage in business. Nine times out of ten, people will start a business for the additional income stream. While there’s nothing wrong with equating business with money, this is only half of the story.

Successful business models that we see in the present such as Amazon and Paypal, paint a rosy picture of the possibilities of starting a business. Spend ten minutes on Instagram, and you’ll be bombarded with profiles of people who claim to have made it big selling online and the like. But, if you notice, they’ll only advertise their profits—”I earned xxx amount of $$$ in just one month doing one strategy.” This will lead you to think that as long as you spend on this one thing, you’ll be able to make it.

While there’s nothing wrong with that, they often make it appear that building a business is as easy as a walk in the park and one-dimensional—it’s not. And, as long as your heart is in the right place, your business will surely make it—that’s not often the case. All in all, It’s quite rare to see influencers who are on the side of caution when it comes to encouraging people to engage in business.

That’s why we’re doing this because we want you to take a step back and look at this with a more discerning eye. Be more objective, strategic, and calculating. Building a business and bringing it to success is indeed life-changing and rewarding, but the opposite could also happen. So we’re here to guide you so that you’ll be prepared for things to come.

1. See It

The first phase in every business foundation is what we, at MarketAtomy, like to call the “see it” phase.

When you look around you, you see all sorts of interactions. From these interactions, you see pain points, areas of struggle, areas of improvement. In other words, these are problems that make an otherwise hassle-free transaction inconvenient—think about the last time you ordered your food or went to pay for something, etc. So what are the processes involved in the current status quo that’s broken and, if fixed, can greatly promote convenience?

The answer to that question is “the idea,” which is where all businesses start. Jeff Bezos knew that people needed books. A bookstore should be able to supply people with books, but fortunately for him, not everyone lives near a bookstore, and there was a new invention created that would allow people from across the US to buy things online—the internet. Amazon started as a bookstore, selling books and making them accessible to everyone. From there, the rest is history.

2. Prove It

Your business idea will not go much further until you bring it to the next level. This is what we call the “prove it” stage. Just like any prudent scientist, you do not accept anything just because you’ve seen it happen once or twice. Instead, you investigate, you ask questions, you observe. The most important question to answer in this phase is: “How can I profit by solving this problem?”

Thus, you should focus on finding out if you have a market. Find out whether there’s truly a need for you to solve a problem, not because you personally like it, but because there’s a certain number of people who are willing to pay you to solve the problem for them. Only after testing your theories and assumptions can you truly say that what you have is a verified hypothesis, and consequently, the business model you built around is something viable and feasible.

3. Build It

Once you have the idea in place, it’s now time to come up with a business model and lay down the groundwork to build your business. Contact possible suppliers and play with certain game theory elements to develop multiple scenarios that may affect your business.

Come up with a list of costs, funding sources, workforce sources, logistics providers, etc. This is the part where your financial resources become useful. For example, you may have to shell out a few bucks to rent a place, procure materials, hire your crew, etc.

More importantly, this is where you come up with different strategies concerning sales, marketing, and customer service. And this is where you should plan for your objectives in the short and long term.

4. Fund It

The challenge to every startup is where to get the funding. Too often, we resign to the fact that the institution to go to is the bank or the credit union closest to us.

Unless you have a stellar record with these institutions, your business loan application might have little chance of getting approved. But does that mean you should abandon your “dream” of building a business altogether? Of course not! It might be a setback for sure, but sometimes, we only need to look at our business model a second time.

After being denied funding, we sometimes realize that we don’t need additional funds from these institutions or investors (who may sound like they have our best interest in mind but are just really waiting for a chance to take over our business).

Being denied funding sometimes means we start with a handicap, that’s all. Then after proving that the business churns out income consistently, we can go back to the bank with the proof they need to grant us that business loan.

5. Grow It

You might think that you just want a simple business, and there’s no need to concern yourself with any expansion plans, but you want to be prepared in case you change your mind.

Why did we start this business in the first place? Was it purely for profit? Probably not. We started this business because we genuinely wanted to make the world a better place for everyone around us. So, if we see the same problem plaguing others, isn’t it only natural that we extend help to them? We might be embarking on a journey to business expansion before we know it by deciding to do so.

To avoid the pitfalls of being “too big, too soon”, we should start thinking of expansion plans as early as possible. So that means we have to revisit company processes from procurement, processing, logistics, manpower, and even human resource management.

The key here is to make the growth sustainable and strategic. First, you have to make the right calls at the right time, and the only way you could do that is to maintain a good grip of company data. Nowadays, you can have all sorts of data available at the tip of your fingers with a few clicks of a button. Gone are the days when you decide on business expansion purely on instincts and gut feel. Instead, guided by data about consumer trends, you can make one effective decision after another.

What’s Next?

That’s the Five Phases of Business Growth. Now that we’ve discussed that, you probably can’t wait to give your business idea a shot. However, you’re wondering if starting a business in the middle of a pandemic is prudent. Here’s what we think.

The pandemic forced hundreds of thousands of small businesses to close. But for some, it was a rare opportunity to finally start one. According to government data, during the past 20 months, Americans have started new businesses at the fastest rate in more than a decade seizing on pent-up demand and new opportunities after the pandemic shut down and reshaped the economy.

Online transactions have given opportunities for hundreds, if not thousands, of businesses to thrive and flourish—from food-related businesses to online classes to online fitness classes— you name it, and there’s probably a healthy market for it.

There’s a reason why that’s so. As people spend week after week in lockdown, they’ve saved up a great deal of their disposable income. With nothing to spend it on, they’ve resorted to the internet for something to purchase. As an entrepreneur, this is where you should put your skills to the test. Be a keen observer of ongoing trends and upcoming opportunities that you can capitalize on later.

Challenges

The immediate challenge to keeping your business afloat is still the safety and security of your entire crew. Currently, 58 percent of Americans are vaccinated, and people are beginning to feel more confident about finally going out.

According to a report from the Kaiser Family Foundation, 20-30% of Americans still refuse to get vaccinated.

While this may still allow us to achieve herd immunity, it still leaves a lot of room for worry, especially if by doing so, it might cause another COVID mutation similar to the delta variant.

Getting vaccinated should be a personal choice under our right to life and liberty. Based on conflicting research, it may cause more harm than good. The choice of vaccination is a personal one.

Either way, what’s important is that consumer confidence is slowly creeping back to pre-pandemic levels. Whether vaccinated or not, staying alert and adhering to health protocols prescribed by the OSHA, CDC, and WHO, will provide peace of mind during this pandemic.

Summary

Starting a business is both an exciting and daunting task. If you’re planning to start a business for the first time, it’s easy to focus on the profits. This single focus will lure you to false promises you see online that “guarantee” your exposure (by asking you to spend a fortune on marketing tools and expensive websites). Do not fall into that trap.

Starting a business involves a lot of patience, strategy, preparation, and of course, luck. But once these come together, it’s the perfect recipe for success. MarketAtomy brings a full arsenal of resources committed to helping small and micro business owners maneuver their success journey. You also have at your fingertips our weekly podcast called “Charged Up Studio” chargedupstudio.live, and monthly informational webinars through our academy at marketatomy.academy/featured-events/.

To find out more about how to start or grow a successful business, please check out MarketAtomy.Academy.

 

 

 

 

 

Categories
Growth Leadership Personal Development

Getting the Inside Scoop with Helena P. Schrader about her Groundbreaking Book ‘Where Eagles Never Flew: A Battle of Britain Novel’

In ‘Where Eagles Never Flew: A Battle of Britain Novel’ you feel like you are deep in the Battle of Britain with its adventure, heroes and real life action, so much so actual veterans of the battle praised its realism. In this epic read, Helena P. Schrader has crafted a book that weaves together authenticity, and a story that includes everything from action and romance to real world drama, making it one of the best historical fiction books of this year, and no doubt  for years to come.

‘Where Eagles Never Flew: A Battle of Britain Novel’ begins in the summer of 1940 and the Battle of Britain is gearing up, and the pressure is on. Why? If the swastika is not to fly over Buckingham Palace, the RAF must prevent the Luftwaffe from gaining air superiority over Great Britain. Standing on the front line is No. 606 (Hurricane) Squadron. As the casualties mount, new pilots find a cold reception from the clique of experienced pilots, who resent them taking the place of their dead friends.

Meanwhile, despite credible service in France, former RAF aerobatics pilot Robin Priestman finds himself stuck in Training Command — and falling for a girl from the Salvation Army. On the other side of the Channel, the Luftwaffe is recruiting women as communications specialists — and naïve Klaudia is about to grow up.

‘Where Eagles Never Flew: A Battle of Britain Novel’ has been hot with readers, and we were dying to ask Helena about this fascinating book. Recently we did just that, and it was an amazing and enlightening experience.

A lot of novels have been written about the Battle of Britain. What makes ‘Where Eagles Never Flew’ different and better?

The vast majority of novels about the Battle of Britain focus on a single pilot and his girl — or at most a single squadron. That has the advantage of intimacy and allows an author to build strong emotional ties to the protagonists. The price is that it severely restricts perspective. It is like trying to see a panorama through a keyhole. ‘Where Eagles Never Flew’ is exceptional in that it widens the perspective by consciously opting for a large cast of characters and interweaving a range of plotlines into the book. Thus, the book isn’t just about RAF pilots on the front line, but also ground crews, controllers, the training establishment, British civilians, and Germans.

The latter are not just “the enemy;” they are fully developed protagonists. ‘Where Eagles Never Flew’ follows the fate of a young German woman who joins the equivalent of the WAAF (Women’s Auxiliary Air Force) and finds herself stationed on a Luftwaffe base in France – and way out of her depth. It also introduces a novice German fighter pilot and his more experienced and less politically orthodox protégé.

The book depicts engagements in which the British and German characters interact (without, of course, knowing each other), showing their different perceptions of the same clash. One of my favorite chapters describes the German raid on Portsmouth on 12 August 1940, by opening with the German briefing to aircrews, switching to the RAF squadrons on readiness, and then describing what it looked like on the ground in Portsmouth through the eyes of a female character working in an office in downtown Portsmouth.

In addition, parallel storylines highlight the degree to which problems on both sides of the channel were similar — intelligence failures, the difficulties of flying in bad weather with very primitive radio equipment, the attrition, and exhaustion, etc. The parallel storylines also underline differences such as the popular and political support enjoyed by the RAF compared to the bitter recriminations suffered by Luftwaffe fighter squadrons.

The other storylines, whether it is the controller (who provides a strategic perspective) or the ground crews (that underline just how vital these men were to success) contribute to a more comprehensive and nuanced depiction of the Battle of Britain than the bulk of novels that can be reduced to young-pilot-falls-in-love-and dies/lives-during-the-Battle-of-Britain.

Your book was praised for its authenticity by veterans of the Battle of Britain when it first appeared in 2007. What do you think made men who had lived through the conflict feel that you had got it “smack on the way it was for us” as Wing Commander Doe notably said?

I’ve given that a lot of thought and even went back to re-read several of the memoirs written by these men.

One thing that jumped out at me was that many of the post-war novels, particularly those published in the U.S., turn the RAF pilots into superheroes. For example, in these books, pilots fresh on a squadron often shoot down five or six Germans in their first engagement. That’s simply not the way it was, and the veterans of the Battle know it. Most young pilots were more likely to be shot down themselves before they could record even their first victory. Even highly experienced and exceptionally good pilots rarely shot down more than a single aircraft in any one engagement. ‘Where Eagles Never Flew’ avoids those kind of cartoon stereotypes and shows the pilots learning their trade, making mistakes, and having accidents. It also shows that some RAF pilots were insecure and frightened, that some commanders were poor leaders, and that some men could not live up to the demands made on them.

Another thing that struck me is that many modern books on the topic want to dramatize and agonize over the horrors of war and the huge stress the pilots were under. Englishmen in the 1940s, on the other hand, were products of a decidedly understated and unemotional society. People didn’t appreciate or accept passionate displays of emotion. Indeed, any kind of public display of emotion much less trauma was considered “bad form.” It just wasn’t done. I suspect that while some of my younger readers view my characters as cardboard and cold-blooded because they don’t talk on and on about their feelings, the veterans identify with and recognize emotional restraint as authentic.

An example of this is when a pilot with insufficient training, who the squadron leader has been trying to protect, is killed. The squadron leader reports the incident with “Ainsworth bought it today. At least that’s one less thing to worry about.” That doesn’t mean that this or other characters in the book are callous or heartless. Their behavior simply reflects what eye-witnesses report. Namely, that the participants could not allow themselves to feel their own emotions without endangering their ability to operate effectively. Many veterans report that the grief and shock came much later.

While this is a war novel, it also describes the love interests of leading characters yet sexual norms and behavior were very different in the 1940s than today. Did you strive for and achieve authenticity in this context too?

Good question. I’m not sure I did.

When I was doing research for my dissertation on the German Resistance to Hitler, I interviewed more women than men because most of the men had been killed — either in the war or executed for treason. The women, perhaps because they were speaking to a young woman, stressed over and over again that they had been raised very differently than “modern women” (and this was the 1980s!). They reminded me more than once that they had not had “the pill.” The memoirs of WAAF likewise reflect these very real inhibitions. In the 1940s, women did not jump into bed at the drop of a hat, certainly not with casual acquaintances, and despite notable increases in the number of unwed mothers in both wartime Britain and wartime Germany, sex before and outside of marriage remained the exception, not the norm.

But modern readers seem to want and expect sex to feature in every romantic relationship, regardless of what the cultural norms were in the era depicted. I think I’ve probably bowed too much to market demands at the expense of historical accuracy. That said, compared to some novels I’ve read set in this period, I’m a paragon of historical virtue, so readers should not expect sex on every page or even in every chapter.

This is a book about real-life heroes. Did you find that made the book easier or harder to write?

The word “heroes” is greatly overused these days. I have the feeling that the term has been gutted of meaning as a result. It is critical to remember that the young men who flew in the Battle of Britain were literally “just doing their job” (and earning 14 shillings a day for it). They did not think of themselves as particularly heroic, and many remember and admit to having been terrified, to making stupid mistakes, to being irresponsible, and taking stupid chances, as well as having many lucky escapes.

That is exactly what makes them so appealing to me as an author. I don’t write cartoon books and I don’t want superheroes for characters. What I like is exploring and analyzing the thoughts, actions, and emotions of ordinary humans.

That’s exactly what these young men — on both sides of the channel — were. They were ordinary, immature, and often irresponsible young men, who happened to have a skill that was suddenly terribly important to the survival of Western civilization (as Winston Churchill put it). There is a scene in the novel where (based on a real incident) some celebrities drop in on a squadron party in a pub, reflecting the sudden “star status” of “the Few.” One of the female characters remarks to one of the celebrities that although young pilots were no different the month or year before, no one had paid them any attention back then. The celebrity answers, “ah, but my dear, they weren’t the same last month or last year. Then they were just a bunch of spoilt youngsters letting the tax-payer foot the bill for their fun in the sky.”

There are many autobiographies and biographies of Battle of Britain pilots. Did you base your characters on real people?

Not one-to-one, but naturally I learned from autobiographies about the kind of things that happened — the difficulties with the aircraft, the conditions at messes and dispersals, the interplay between comrades, the drinking bouts, the close-calls  — and how they felt about the whole thing. Here and there, I lifted entire incidents out of the anecdotal accounts. For example, Dr. McIndoe really did try to keep Al Deere in his hospital when he wasn’t seriously wounded just to give him a rest. One pilot really did just blurt out “oh, he’s dead” to the girlfriend of a fellow pilot when she called the mess and asked to speak to the dead man. Yet none of the characters in the novel is a replica or even modeled on a real person.

That said, very occasionally, I have characters who I believe are real (albeit ethereal) because I can neither control nor direct them. They tell me what they did, said, and felt. I’ve learned that if I try to make them do something they do not want, the entire book slams into a wall or breaks apart into a thousand worthless pieces. So, I work with them not against them, and when I do that, they are invariably a delight to work with producing particularly powerful prose.

One such character was Robin Priestman, the main protagonist in ‘Where Eagles Never Flew’.  Although he is not a known historical figure, whose memoirs one can read, I do not for a moment believe he is just a figment of my imagination either. He did and said far too many things that surprised me for me to have created him. I personally believe he was an RAF squadron leader, although he went by his real name, but one who did not write his story during his lifetime — which is why he decided to use me as his voice.

Curiously, I encountered another such spirit when I tried to move on to my next planned project, a novel about the Berlin Airlift. I’d already written nearly a hundred pages when someone made me stop everything, delay publication plans, switch gears, and focus on his story causing me to write two completely unforeseen books: “Lack of Moral Fibre,” which is one of three novellas in my recently released “Grounded Eagles” Trilogy, and “Lancaster Pilot,” a full-length novel that should be ready for publication next year.

For more about ‘Where Eagles Never Flew: A Battle of Britain Novel’ head over to Amazon.

Categories
Growth Management Personal Development

Why Training Is the Key to Getting the Most from Millennial Employees

I’m a baby boomer-aged guy. When I look back at the first jobs I took when I was fresh out of college, I realize that overall, my demands and expectations were ridiculously low by today’s standards. I took a job, got a copy of the employee handbook, took it home, and read it while I ate dinner. Training, if there was any, was minimal. In my first weeks on the job, I actually expected to feel ignorant and unskilled. It seemed normal for me to bumble around and make mistakes while I learned the ropes.

And when it came to getting ahead in my new company, I expected to discover the secrets of success through trial and error. Nobody ever told me, “Here’s what we expect from you” or, “Here are the skills we want you to show us if you want to move ahead.” They only told me, “You just made a mistake, don’t do it again.” And every now and again, somebody would call me into an office and say, “We’re giving you a promotion,” usually without telling me why. I went home and celebrated with my family. But why had it happened?

In short, working and building a career in those days was more like toiling away in a black box – and people did it happily, without thinking anything was wrong.

Millennials Have Far Different Expectations

Boy, have things changed. Today, most millennial workers would object strenuously to the same kind of conditions that I accepted in my early years, and thought were normal. And if today’s millennials take a new job and discover conditions like those in a new workplace, they are going to start looking for new jobs in a matter of hours.

Ample research documents these changing millennial attitudes. One major study from Gallup, “How Millennials Want to Work and Live,” reports these findings:

  • 60% of millennials say that the opportunity to learn and grow on the job is extremely important. In contrast, only 40% of baby boomers feel the same way.
  • 50% of millennials strongly agree that they plan to remain in their jobs for at least the next year. That might sound like a big percentage, but 60% of members of all other groups plan to stay in place for at least a year. Baby boomers and others are planning on sticking around, while millennials are weighing their options.

Learning and Training Are Key to Retaining Millennials and Maximizing their Productivity

Findings like those – and you can easily find other research that reports similar findings – document that millennials are more likely to be engaged and to stay on their jobs if they can learn.

In the companies that I have led, I have seen the realities that underlie those statistics. I have also seen first-hand that training is the key to building the kind of work environment that millennials value.

Here are some of the new realities that I have seen, and my beliefs about why they are happening.

  • Millennials like to feel capable and confident in their jobs. When I was their age, I was happy to look like a rookie in my early days on a job and to learn needed skills along the way. Millennials do not feel that way. Many think of themselves as leaders – or as leaders who are waiting to be discovered. They want to look good and thrive on being able to confidently contribute from the first day they arrive on the job. The right kind of training – both for new and current millennial employees – makes that happen.
  • Millennials are usually skilled students. They like to apply the learning skills they built while they were in school. To them, learning feels as natural as eating three meals a day. As the Gallup study found, they are eager to learn. In contrast, getting baby boomers to believe in training can be a harder sell. They tend to view training as a burden, something they have to endure. Millennials say, “Wow, when can I start?”
  • Millennials are tech-friendly. Most of them love to be trained on their mobile phones and tablets, which are the most powerful training options available to many companies today. The result is better knowledge transfer, even to groups of employees who work in multiple or far-flung locations. Baby boomers, in contrast, are more tech-resistant. They are likely to freeze and resist when they hear they are going to be taking company training on their smartphones.

Training Is the Place to Build Millennial Productivity and Retention

A lot of training focuses on teaching needed skills. It should. But training can accomplish a lot more than that if you use it to establish some of the following things that many millennials are looking for:

  • Mentoring relationships with their supervisors. Gallup found that 60% of millennials feel that the quality of the people who manage them is extremely important. With that in mind, your training for new employees can set up mentoring, not reporting, relationships between them and their managers. Explain how often check-ins and job reviews with their managers will happen, and what they will cover. (I am a firm believer in frequent check-ins between managers and the employees they supervise, not pro forma reviews that happen every so often.)
  • A sense of belonging on an energized and innovative team. This is a bit of a contradiction, but at the same time millennials think of themselves as individualist entrepreneurs, they also expect to be part of an interesting team. Letting millennials get to know their teammates during training, and fostering a sense of team/group identity, can help convince them that they have joined the right organization.
  • A well-defined career path. I am a big believer in creating a personalized career development plan for new employees. (The exception being seasonal or other short-term employees who will probably not remain in your employ for long.) Another idea? Enroll new employees in management training programs from their first days on the job. In retail, for example, you can enroll them in training that will enable them to manage their own stores in two years, or after another stated period. Millennials like to know their next steps as they build their careers, and training is a fine place to explain them.

Yes, training is important to millennials. But I encourage you to think of it as more than a chance to teach skills. Millennials are the most energized, skilled, and capable generation ever to enter the workforce. Train them well and they will become your organization’s brightest future.

About Evan Hackel

Evan Hackel, the creator of the concept of Ingaged Leadership, is a recognized business and franchise expert and consultant. Evan is also a professional speaker and author.  Evan is Principal and Founder of Ingage Consulting, a consulting firm headquartered in Woburn, Massachusetts. A leader in the field of training as well, Evan serves as CEO of Tortal Training, a Charlotte North Carolina-based firm that specializes in developing and implementing interactive training solutions for companies in all sectors. To learn more about Inage Consulting and Evan’s book Ingaging Leadership, visit Ingage.net

 

 

 

 

Categories
Body Language Management Skills

Six Ways To Channel Nervous Energy Into An Influential Message

The day has arrived, and you are moments away from stepping in front of an audience to give your big presentation. Your heart is racing, and your palms are sweating. You’re a nervous wreck. You’ve done everything necessary to prepare: created a strong outline of speaking points, carefully curated bullet points for motivating slides, and practiced until the data was a part of you. You simply can’t understand why you feel so nervous, so you immediately begin to question your ability to deliver your message.

Don’t worry! If you’re nervous, it means you’ve got a pulse. You’re human. Nervous energy is natural, especially when you’re put into a situation that doesn’t occur often enough to make it feel like second nature. If you weren’t nervous, I would question whether you were truly committed to doing a good job.

Here are six ways to channel that nervous energy into an influential message. By doing so, you can motivate your listeners to act upon what you have to say.

Everyone wants to see you succeed

Your listeners are rooting for you. They’ve taken time from their busy schedules to attend your meeting. They don’t have to be there; they want to be there. They want to hear what you have to say. It’s up to you to make it worth their time. No one in the audience is hoping that you’ll trip, stumble, stutter or forget a point. You’re on the same team, and they want to see you succeed. Your success equals their success. Get out of your own head and realize the presentation is about them, not you. You are simply the messenger sharing data points that benefit your audience and meet their needs. When you stop worrying about yourself, you can redirect your inward thinking and prioritize what’s most important: your listeners.

Get comfortable being uncomfortable

If you’ve ever learned how to play a sport or musical instrument, you know the fear that comes with uncertainty. Coaches and teachers give us skills to practice, which stretch our abilities. At first, it feels awkward and unnatural. As the coaching continues, your skills are fine-tuned, helping you develop and improve. Each coach-recommended modification requires us to carefully concentrate and think through even the slightest motions. It is frustrating and often invokes defense mechanisms. The same holds true with our communication skills. When we aren’t used to routinely stepping on stage or delivering high-stakes presentations, it feels unnatural. We question if we are doing it right. In this moment, we must commit to embracing the discomfort and realize it is part of the development process needed for improvement.

Your discomfort is not noticeable

When stepping on stage, your audience can’t tell how you feel. Nervous energy may course uncontrollably through your body. Maybe your palms are sweaty, or you are slightly shaking. Maybe you feel your face turning red or that you might throw up. Fortunately, your audience does not see how you feel. Think back through the last few people you witnessed giving presentations. They likely felt the same nerves you’re experiencing now. It’s unlikely that you saw their nervous energy. The same holds true with you. What you feel is not what your audience experiences.

Breathe

No matter how much you’ve practiced or rehearsed, butterflies are normal. You can control that nervous energy by learning to control your breathing. Controlled breathing will help you pace your rate of speech, calm your jitters and focus on what you have to say rather than on the adrenaline rush you’re experiencing. Breathing requires practice. While rehearsing your presentation before the big day, concentrate on your breathing. Identify areas in-between topic transitions or big data points that you want to resonate. Pause to breathe deeply and allow the point you just made to resonate with your listeners. When you practice this behavior, it becomes a natural part of your presentation.

It’s like a daily conversation

It’s unlikely you would be quite this nervous if you were presenting your points to just one or two people. Your tone, energy, and speaking rhythm would be comfortable and conversational. There is no rule that says you can’t treat an audience of 100 the same as you would an audience of one. Think of it as less of a presentation and more of a conversation. Invite your audience to be a part of the discussion. They will feel less like they are being spoken to and more like a part of the discussion. When you realize the presentation is the same no matter the audience size, you become more natural and authentic.

Treat every day like game day

Instead of focusing your efforts on one specific presentation or event, start treating every conversation as if it were a high-stakes moment. Practice your communication skills in every interaction so they become second nature. The more you practice in day-to-day conversations, the easier it becomes. If you wait to practice until right before the big day, it’s already too late.

Nervous energy can work in your favor when you recognize its power to elevate your message. We all get nervous. The goal is to channel that energy to influence your audience to act upon your recommendations. Embrace it. Recognize that it is human nature, and let it work for you.

Categories
Growth Operations Personal Development

Why Companies should include a Strategic Human Resources Executive in their Boards of Directors

Because of the disruptive changes impacting  business, the very nature of the employer-employee relationship has changed.

Ever since businesses have been employing people, they’ve had the upper hand in the relationship. For the most part, the company dictated the terms of the relationship.  That reality has now flipped. Labor shortages exist. The Great Resignation is here. Service companies are closing because they can’t staff the business. Today’s workforce has different expectations about the experience they desire.  They are now in the driver’s seat.  Companies that are still living in the old reality are losing people and having difficulty replacing them. They become employers of last resort, or worse, unsustainable. The other side of the coin is equally true; companies that effectively adapt to these new realities have a distinct advantage in the marketplace for talent.

Most Boards of Directors lack strategic-minded Human Resources Executives in their ranks that bring a deep understanding of the today’s challenges. Strategic Human Resources Executives possess three skill sets that BODs need in this new business environment.

  1. Talent Management. This includes the entire employment cycle from recruiting, onboarding, compensation, and development. Companies that fall behind in this fast-changing element of the business will simply not be competitive in the search for talent.
  2. Leadership Development. Many companies have managers that are equipped to manage as if it were 2008. It isn’t. Upskilling managers at all levels will be essential to retaining and developing talent so they want to be part of the company. Recent studies from Gallup, Udemy and Predictive Index all indicate that the number one reason people quit their job is their manager. That has been true for decades, but now it is happening much faster as people have more choices.
  3. Culture. A healthy workplace culture has always been an advantage in the competition for talent. Now it is a requirement. In 2017, The National Association of Corporate Directors (NACD) Blue Ribbon Commission Report stated that culture can no longer be considered as a soft issue by management and boards. Its strength or weakness has a lasting impact on organizational performance and reputation. The oversight of culture must be a key board responsibility, as it is inextricably linked with strategy, CEO selection, and risk oversight. It can be easily argued that the position of the NACB is more true today than in 2017.

Given the changes in the labor market dynamics, people and culture issues must now be part of both the strategy and risk conversations at the board level. Savvy Human Resources Executives can bring an important voice within the board.

Mark Hinderliter, PhD, CPC is a former Human Resources Executive for a billion-dollar global enterprise.  Currently, he owns a Veteran-Owned Business that helps companies develop leaders and workplace cultures to provide a competitive advantage in the competition for attracting and retaining talent.

Categories
Culture Growth Personal Development

Dear Katherine: My Child is the Disciplinarian Instead of Me!

Hello, Conscious Parent! Welcome to “Dear Katherine,” a monthly Q&A with real-life parents/caregivers. If you’d like to submit a question of your own, email me at katherine@consciousparentingrevolution.com.

Dear Katherine,

My wife and I have two children, ages 10 and 7. Our older daughter feels that we let our younger son “get away with” things that she wouldn’t have gotten away with. 

Because our daughter feels so strongly about this conviction, she has taken it upon herself to discipline her younger brother on her own. She’ll hit him or yell at him when he does something that she feels she would have been disciplined for at his age. 

What can we do? We’ve enrolled in your course and are hopeful about our new parenting strategies—including our improved outlook on discipline—but this situation isn’t healthy for either child.

Sincerely,

Stuck in the Middle

 

Dear Stuck in the Middle,

 

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I’m sorry to hear that your daughter is navigating such difficult feelings. That must be tough for all of you.

It sounds like your daughter harbors some resentment for the way she used to receive discipline when she was younger. Now, she codes discipline as a one-flavor concept that revolves around instilling fear or punishment—and she applies that thinking to her interactions with her younger brother.

That resentment your daughter is feeling is an unmet need, manifesting into the actions you’re seeing. No child wants to feel like they’re being treated differently from their sibling, especially if they perceive a disparity in who gets away with certain behaviors and who gets punished.

Your daughter can and will get to the other side of this situation. But three things need to happen first:

  • Consistency. Change is only possible with consistent action. As you work through the course, your parenting style will change. Your daughter will gradually feel safe enough to let her guard down—but your own behavior, and how you deal with hers, has to be consistent every time.
  • Time. There’s a rule of thumb that for every year of a child’s life, it takes them one week to adjust and overcome resentment. In your 10-year-old daughter’s case, this rule suggests that she’ll need 10 weeks of consistent action before she can let go of her old beliefs about discipline.
  • Communication. Your daughter needs open and honest dialogue with her parents. Share your thoughts with her—and be ready to listen to what she has to say.

 

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Stuck in the Middle, I know this obstacle seems insurmountable at the moment, but I promise you can, and will, overcome it. There’s no growth without a bit of growing pain. Your children will adjust with you as long as you’re consistent in your methods, so hang in there. You’re on the right track.

Love and Blessings,

Katherine

P.S. Save the Date! November 16th I’ll be reappearing on Episode 161 of the Real Happy Mom podcast! I was so happy to speak with Toni-Ann again – this time talking about diffusing fights with your children. Listen to my first appearance, Episode 103 Communication Hacks for Peaceful Parenting, here.

 

Rhmepisode 161
Categories
Growth Leadership Personal Development

Exclusive Interview with Bestselling Author Zana Petricevic on ‘Bold Reinvented’.

With over 15 years of experience as a corporate manager, entrepreneur, executive leadership coach, leadership development consultant, coaching trainer, and mentor with a great passion for writing, teaching, and public speaking. Zana Petricevic is the author of a book called Bold Reinvented: Next Level Leading with Courage, Consciousness, and Conviction.

I had a chance to chat with Zana Petricevic on Bold Reinvented. Here is what she shared with me:

 

What are the three key areas that you would recommend leaders to focus on?

 

My SOUL leadership framework is divided into four corners specifically to answer this question. First, we start with Self – where we uncover who we really are and our impact in the world. Then we move on to Others, exploring the quality of our relationships and learning to be bold enough to lean on others and ask for help. The next corner is Universe, one of my favorites. There we look at what it means to be a leader who can sense what’s needed in a room, in a company, in the world. We tune in to the bigger picture of leadership and collective responsibility. Finally, we get to legacy. Getting clear on why we do the work we do so we don’t end up working to make time and pay bills, but truly connect with our life purpose and make it real.

 

Define Bold Leadership Culture in your own words?

 

Bold Leadership is about creating a more daring world and having an active role in it. It’s about honoring integrity in leadership practice, change in collective consciousness, and accountability in individuals.

 

Every book has a story of how it came into existence. Talk to us about the story of your latest book ‘Bold Reinvented.’ How did the book come about, and what are some of the points that hope reads can apply after reading your book?

 

 

The book comes out of my own work of taking bigger risks and stepping into my own BOLD leadership. I’ve felt for a long time that I had a book in me. It was just a matter of time until I couldn’t hold it in and had to make it real. I’m so glad I did. If there’s only one thing readers can remember from this book, I hope it’s to take their own risks in living their life purpose. You are so needed. Behind every creative project, every company, every innovation, lies courageous individuals bold enough to step into the unknown with both feet. If we don’t do the work that calls us forth, so much of what we love would be missing, and so much of our impact that can make a meaningful change out there in the world would stay unrealized. I hope my book ignites your BOLDNESS and invites you to put some skin in the game and bring your leadership in service of your world.

 

What is one of the things that you enjoy doing when you are not teaching business owners how to lead and manage the world?

 

I enjoy spending time with my family, my six-year-old son, and my husband. Only when I feel their presence consciously and my deep sense of joy because of it do I realize that there is nothing more precious than the moments we share. I guess in simple language. You’d call it quality time. In these moments, there is not much that I am doing. I am just being present.

 

If you can talk to one famous business owner in the world, who would it be and why?

 

My curiosity goes in a different direction. I’d like to speak to many unknown people around the world that have brought significant, meaningful change to their environments by taking some sort of a risk. By that, I mean those people who took personal risks to make this world more human, and we perhaps do not know about them, and so we miss the opportunity to get inspired and empowered by their personal experience. I’d like to hear their stories, learn from their stories, and tell their stories as a part of our truly meaningful human legacy.

 

 

 

 

 

Categories
Best Practices Culture Growth Health and Wellness Skills

Dear Katherine: My son and his stepfather are no longer speaking

Hello, Conscious Parent! This post is the first installment of “Dear Katherine,” a letter written in response to a real-life question from an anonymous parent/caregiver. If you’d like to submit a question of your own, email me at katherine@consciousparentingrevolution.com. 

My teenage son had a massive falling out with my husband, his stepfather. My husband was triggered by my son’s actions, and the whole thing escalated into a fever pitch. Now my son refuses to talk to his stepfather, and my husband refuses to apologize. What do I do? How can I help repair the damage and find a way to move forward?

– Caught in Between

Dear Caught in Between,

It sounds like there’s more than one culprit in this story. Your husband was triggered by something your son said, and he escalated events by reacting to his stepfather’s heightened emotions. So both of them seem to have felt attacked, and both of them were also the attacker.

The first step to healing any wounded relationship is to apologize. But your child shouldn’t be the only one expected to say sorry—your husband has to do so, too.

One of the most common and long-held beliefs I’ve come across in my career as a parenting coach is that adults should never have to apologize to children. This belief assumes that adults are perfect (which we all know we’re not) and never to blame for a household argument.

But refusing to admit wrongdoing tells your kid that they’re not important enough to receive an apology, that perhaps their feelings are insignificant. Children are humans too! And as their caregivers, it’s our responsibility to recognize when we’ve hurt them and to make things right.

You are caught in Between. First, you must explain to both your son and your husband that they both have to apologize. I know you weren’t a part of this mess, to begin with, but you do have the ability to facilitate and lead your family members to reconciliation.

Find some time to talk with your husband about the Guidance Approach to Parenting, a method founded on principles of compassion and empathetic listening instead of obedience and compliance. Tell him how it’s helped you have a better relationship with your son.

Talk to your son. Tell him that his stepfather is a product of generations worth of traditional parenting hard-wiring, and that kind of conditioning can be hard to break. Explain to him that as his mother, you’re trying your best to change old patterns, but it’s a work in progress, and nobody’s perfect.

At the end of the day, Caught in Between, connection is more important than being right. Nobody is right or wrong. Apologizing is about admitting that your actions hurt another person so that you can find a way to balm the hurt and move on as a family.

 

Love and Blessings,

Katherine

P.S. For more tips on how to handle discord in the family, listen to my interview “How to Resolve Family Conflicts” with Mindful Mama podcast host, Hunter Clarke-Fields.

Categories
Growth Management Personal Development

Chatting with Bart Jackson about ‘CEO of Yourself’.

Every once in a while a book comes along and changes my worldview, and ‘CEO of Yourself: Getting Down to the Business of Your More Rewarding Life’, penned by Bart Jackson is one of those books. For those just starting out, the seasoned executive, and everyone in between this book provides innovative methods that can help them meet, and exceed their life goals, and increase their happiness level. That is the beauty of the ‘CEO of Yourself’, which may well be why it has caused a stir in the business world and the literary scene. Recently Bart sat down with me so I could find out more about this amazing read.

 

Bart, you’re last several books, and of course your radio show have been about business – Now you’ve penned ‘CEO of Yourself’, what inspired this one?  Isn’t it a departure from strictly business?

 

Your right, Mike this one is more personal.  But for years I had been doing a little segment on our The Art of the CEO radio show in which I said “That the good lord has given you the title and privileges of CEO of Yourself.. and that’s the most important position you will ever hold in your career.” Folks loved this discussion point. They all wanted more out of their lives, and didn’t seem to be getting it.

 

So what did they want? 

 

Well actually Mike we surveyed literally thousands of folks in all states of life, asking just that. They wanted real, back-slapping friends – respect and promotion at work – exotic adventure – but my favorite – the one that wrapped it all up – came from one gentleman who responded, “I want to wake up happy…spontaneously singing loud, bellowsome tones in the shower that will make my teenage daughter blush crimson with embarrassment.”

 

I wish him well.  But what exactly do you mean by ‘CEO of Yourself,’ and how does it bring about this more rewarding life?

 

Well the truth is Mike that most business folks, like all the C-suiters I know, handle their business leadership positions masterfully. They enter their workplace with a solid vision – they scrutinize each situation – they assess their assets – they see all the decisions, and hunt up the opportunities – then they select a path and enlist all the right people to bring that opportunity to fruition. In short, they act as the chief executing officer within their realm.

 

Yet, here’s the sad part – and what really inspired me to write this book. At the end of the workday, so many of them dump all that powerful self-mastery model in the desk drawer and head for home. They face their own lives not with a vision – but with a wishful fantasy.  They see days stacked with obligations and directives from others. And they’re not making those decisions that would guide them toward fulfillment, partially because they don’t see a life filled with choices, and partially because they don’t see those choices as theirs to make. So they fall into default mode.

 

 

All throughout ‘CEO of Yourself’, you talk about creating the Enterprise of You.  What do you mean by that, and how do you get this self startup started?

 

By viewing yourself as an enterprise, I’m simply asking you to launch into realizing the person you want to be, and set that person creating the life you want to live. The same way you would lay vision and plans for a company to create a product.  You and your life are an enterprise actively governed along the course you have designed and choose. And the launching part of this self startup is the most fun – and the most neglected: you walk around your warehouse and take count of all your individual assets: Your strengths, interests, friends, associates, and emotions – all of it.

 

Take you, for instance, Mike. If I were recording Mike Beas’ assets, I’d include your concept strength – your ability to distill a situation and present it in understandable segments. Of course, I add your skills at ferreting out opportunities…your broad network of friends.  But I’d definitely include one asset that you’d probably neglect: your emotional stance – you view life with humor and with quiet competence – you have that calm confidence of a Christian with four aces.  We all have a lot more assets than we tend to count, and you need to discover those assets if you are to employ them toward your vision.

 

‘CEO of Yourself’ sets forth an entire program for self fulfillment and an enriched life, from your first vision and attitudes to enlisting aid from others.  Can you distill it for us?  What’s your real message with this book? 

 

I’ll give you three of them, Mike.

 

#1 – You already have all you need. You – just as you are – are capable of seizing that enriched, joyful life you’re dreaming about. This isn’t a makeover book because you don’t need to make yourself over. Your marvelous self possesses tools, principles, and personal power in abundance.  It is my fervent wish that each reader sees these tools, and employs them with a grin and gusto.

 

#2 – You are the sole best expert on what you desire in life. You – no one else – are the one to craft your dynamic vision. You cannot control the hand Fate deals you, but within those circumstances You are the master of your attitudes, actions, and decisions.

 

#3 – Oh, for god’s sakes have fun – lots of fun. If you’re not having fun, and you’re not waking up to a spark of spontaneous enthusiasm, well, change it Mr. CEO – change your situation and/or give your marvelous self an attitude adjustment – make it so.

 

Even this distillation has a lot of parts, Bart. Could I further distill it and say that you just telling folks to follow their passion?

 

Bart: Oh heavens no, Mike. I tried following my passion once, but then I found it was illegal in 47 states. “Follow your passion” is like telling a competitive weightlifter to “Just be strong.” ‘CEO of Yourself’ aims at setting out an entire training table for your personal fulfillment. And since you are CEO who knows what’s best for you, you simply select from each offering in this book the ones that are valuable to you.

 

You keep insisting, Bart, that others are forever trying to take away your decision-making mastery, in ways that serve their agendas, not yours.  In fact, you have an entire chapter about the “Beggars at Your Door.”  Who are these beggars?

 

They are the subtle soul solicitors who want a piece of you, because their survival depends on your obedience. Today, the average American will be assaulted by 3,000 persuasive messages urging him to vote this way, believe in this faith, work harder for the company’s profits, buy this car, or put this deodorant under your arms. Each one desperately seeks your cash, allegiance, or even your soul. They are begging you to decide in their interest. Trouble is, they typically don’t come on like beggars, but they present themselves as a grand authority, that you would be stupid or evil not to obey. They develop salvation myths: “You need this to be a good patriot, to achieve respect, to find romance.”

 

This attempt to win your decision, in one sense, makes them competition, even the enemy. Yet the good news is that you are the CEO of you. You may give them your cash or allegiance, but they cannot take it from you.   And like any good chief executive, you will hunt through their offerings, select the pieces that benefit you the best, and discard the chaff. As with any competition, partial partnerships are always an option.

 

Bart, you write about the importance of developing personal principles when creating the Enterprise of You. But you insist that every life principle must bring benefit to you. Isn’t that kind of selfish?

 

Each of us needs to forge personal beliefs – principles that we use to guide our actions. As life comes racing at you, if you already have this core of beliefs, you can handle it swiftly.  You’ve got a grounding to help you decide your course. ‘Tis vital for your business and your life. You may have worked out the belief that each individual you encounter deserves a basic respect, or that each person deserves the maximum opportunity for the pursuit of happiness.  All I am asking is that as you form these beliefs, be sure to see how they bring you personally some benefit. To follow a creed only because Dad, the President, Christ, or some other authority says so isn’t good enough. You’ve got to personally believe it and envision the reward. If you labor under some principle that demands only a sacrifice of you with nothing in return, you’ll either abandon it quickly or grind along joylessly, spiraling into bitterness.

You can find out more about Bart Jackson on his website.

Link: bartsbooks.com

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