C-Suite Network

Featured Personal Development

People don’t leave companies; they leave leaders.

Recent events have shaken things up and with the current narrative around the “Great Resignation,” the “Great Re-shuffle,” and “Quiet Quitting.” The need for influential leaders who can inspire others to do their best and work collaboratively in the passionate pursuit of shared visions has never been more apparent.

According to the 2022 PwC Global Workforce Hopes and Fears Survey, 1 in 5 people surveyed is extremely likely, or very likely, to leave their job this year. Those people gave 5 reasons for considering leaving their current position.

They said that they:

1. Do not find their job fulfilling
2. Do not feel they can be their authentic self at work
3. Do not feel fairly rewarded financially
4. Do not feel their team cares about them
5. Do not feel that their manager listens to them

You can ride out the challenges the last couple of years created and hope your team members will still be there, but I don’t know many successful business leaders who watch significant trends from the sidelines.
Every team and organization has strategic goals that will remain elusive without your people’s engagement.
Here are my top 4 tips for beginning to move the needle on your Leadership and how to create a team that genuinely wins together:

1. Communicate Often
The most connected teams are the teams that encourage and practice strong communication.
Frequent, clear communication makes for a cohesive team. Regular communication builds trust, mutual respect, and psychological safety, which are the pillars of your team’s success. Having a relationship with your coworkers, beyond communicating about tasks, makes it easier to talk about an issue or concern; and more effective in creating clarity. If you rarely communicate with your team, it is unlikely that you will have much of a relationship with them, which makes a connection, trust, psychological safety, and mutual respect almost impossible to achieve.

2. Learn Together
Learning together as a group creates connection in a way few other experiences will. Think back to when you were in school. Remember the friendships formed through your shared experiences?

Developing as a group, rather than individually, offers significantly more benefits if your goal is to create an unstoppable team. Learning as a team means you are accountable for your growth and development together. The likelihood of you staying the course and integrating your learning into action increases when you share that journey with others in your team. Learning in a group setting allows you to gain different insights and perspectives and continues to create deeper human connections that contribute to the pillars of trust, mutual respect, and psychological safety. Often someone on your team will share new ideas or solutions you may not have thought of on your own!

3. Leverage Strengths
The key to successful teams is to allow people to use their strengths daily. Traditional thinking focuses on mitigating weakness; however, research suggests that the strongest and most consistent correlation to successful business outcomes and the best teams is the ability to use one’s core strength most of the time. Our core strengths are an expression of our values in our behavior. Living personal values in day-to-day work contributes to a more productive, healthy, and happy workplace. When we are expressing our values, we are playing to our strengths. Your people will serve their highest potential if they find meaning, purpose, and success in their work!

4. Learn from an Expert
If you want to learn about the latest research, data, and workplace culture trends and are ready to be more effective in your role as a leader, and discover how I use my 27 years of experience working with 1,000’s humans from a wide range of industries to help them lean into their potential and become Massively Human Leaders.

Join me for my upcoming Masterclass Develop Massively Human® Leaders to build Unstoppable Teams here: https://human.gg/csuite

Growth Personal Development

"Ushering in the Future 500" – White Paper


Screen Shot 2015-09-23 at 11.39.46 AM

Greetings, C-Suite members.

Exciting news! Navalent, producer of inventive and gainful business, has collaborated with us and published a white paper for c-level leaders on helpful, groundbreaking research on leadership. The truly innovative logic behind the brand is revealed in this publication, entitled: Ushering in the Future 500: How Mid-cap Executives are helping their Organizations Build for Sustainable Growth and Win.

[/vc_column_text][eut_single_image image_type=”image-link” image_mode=”medium” image=”23216″ link=”url:https%3A%2F%2Fcsuiteold.c-suitenetwork.com%2Fbecome-c-suite-network-executive-membership%2Fpricing-options%2F|||”][vc_column_text]

An exciting opportunity for growth is plentiful within mid-cap companies, but oftentimes leaders find themselves constricted by their work environments. The potential for balance within pattern shifts is revealed within Navelent’s publication. Organizational and strategic patterns are investigated and specifically assessed.

The downloadable white paper is available to our C-Level leaders. Please find the offer through this unique link: Download Here

[/vc_column_text][eut_single_image image_type=”image-link” image_mode=”medium” image=”23214″ link=”|||”][/vc_column][/vc_row]

Best Practices Growth Personal Development

HED: Increasing Sales Leads Through Social Media Listening Tools

by Jeffrey Hayzlett
by Jeffrey Hayzlett

There’s an old saying in the sales business that I firmly believe in, “Go where your customers are.” Nowadays, your customers are frequenting one place in particular above anywhere else, and that place is social media. Never before has it been easier for customers to get in touch with a business—and actually get a reply back—but thanks to social media platforms like Twitter and Facebook, a simple comment to a company can elicit a response in a matter of seconds. Which is great for customers, but for salespeople, who already have a million tasks on their plates on any given day, sometimes it can feel nearly impossible to carve time out of their busy schedules to communicate with customers via social media. If you’re not working for a large corporation with its own internal social media department, oftentimes either you or someone else on your team is stuck with the task of managing social media accounts. But before you complain, hear me out. Social media is a great resource for increasing your sales leads. And the best part is that there are dozens of social media listening tools out there that make it easy to stay on top of your accounts. However, before I get into how social media can increase sales leads, let me first mention a couple social media listening tools that I use daily that I think could be beneficial to you, too. 

1. Google Alerts

At one time, this was one of the only social media listening tool available, and even today, it’s by far one of the easiest to use. Basically, using Google, you set up a keyword search or alert for any topic that interests you, from specific companies to subjects you enjoy following. Every time something is published online relating to your selections, you’ll receive a message in your Gmail inbox with a link. One alert that I highly recommend is your own name. Sure, it may sound a little bit vain and Kardashian-esque, but in all honesty, it’s far from it. Google Alerts is a great way for me to be notified every time one of my articles or blog posts go live, as well as a good resource for when I’m mentioned in other people’s articles.

2. Hootsuite

It feels like every day there’s a new social media platform launching, it can be time consuming to have to post to each one of them separately, let alone keep track of postings. This is especially the case if you’re managing social media for a company. That’s where Hootsuite comes in. Hootsuite works across 35 social networks and lets you schedule postings for different times of the day, monitor feedback from your posts, and receive in-depth analytics across all of your platforms. If you need to be everywhere at once, this is the listening tool for you.

So now that you know a little bit more about social media listening tools, how can they help increase sales leads? There are a few ways:

• They can help you find new leads. Like I mentioned earlier, never before has it been easier for customers and companies to connect, than now. Sure, back in the day a customer could stroll into your store to make a purchase and you could have a face-to-face conversation, but thanks to technology, this kind of sale seems downright archaic. Rather, customers are relying on the Internet to make purchases via e-commerce sites like Amazon.com, and I’m willing to bet that this mega corporation wooed many a customer away from its competitors by using social media as opposed to traditional advertising methods like newspaper or radio ads.

• They can help fine-tune your pitch. Say you sent out a tweet that had a particularly successful response rate. The reason you know this is because you’ve been tracking your analytics on Hootsuite or a similar tool. Once you have a better understanding of why this tweet garnered so many replies, you can apply a similar strategy to future tweets. For example, in my own experience, I’ve found that tweets structured as questions have proven successful, because they encourage people to reply back with an answer.

• They can help you solve customer’s complaints. Perhaps one of your customers is unsatisfied with your company, or product, and they posted a scathing review on a site like Yelp. Unless you’re scanning Yelp on a daily basis, most likely you may never see this person’s review. But with a social media listening tool like Google Alerts, their complaint will find its way into your inbox and you’ll be quicker to reply to help solve the issue, and hopefully salvage your relationship in the process. As a customer, there’s nothing worse than not having your concerns heard, but by sending a (polite and professional) reply, you’re one step ahead of the game.

• They can help you check out your competitors. While you’re setting up a Google Alert for your company, take a second to make one for your closest competitor, too. This way you can stay on top of any social media campaigns they roll out, and maybe even learn a thing or too that you can apply to your own accounts.

Now, tell me, what are some ways that you’ve used social media listening tools to your advantage as a salesperson?

Jeffrey Hayzlett is a primetime television and radio host of C-Suite with Jeffrey Hayzlett and Executive Perspectives on C-Suite TV and All Business with Jeffrey Hayzlett on CBS on-demand radio network Play.It. Hayzlett is a global business celebrity, speaker, best-selling author, and Chairman of C-Suite Network, home of the world’s most powerful network of C-Suite leaders. Connect with Hayzlett on Twitter, FacebookLinkedInGoogle+ or www.hayzlett.com.

Growth Leadership Personal Development

Make Candor a Priority

by Judith Glaser

When Bayer, a $7 billion multinational pharmaceutical company, acquired a smaller $300 million diagnostic company, Rolf Classon the CEO, chose to call it a “merger.”

Power-with Others
He wanted to immediately establish a “power-with others” relationship with the new organization. I was part of a consulting team who facilitated a multi-day vision, values, and leadership session to help the leadership team create the new direction for the culture and the business.

“We are becoming one company,” Rolf told the top hundred people from both companies at their kickoff meeting. He went on to convey that he wanted to set new ground rules for working collaboratively in a new environment in which “together we can create something that never existed before.”

The executives discussed changes that needed to be made in the organization to maximize the new partnership. Then they broke into smaller teams to craft the new vision and values, with the intent of reporting their insights to the larger executive team.

When the executives reconvened, a spirit of trust and collaboration had clearly emerged. They had worked together to create a vision of shared success and in doing so released a new sense of hope for the future.   

Rolf once again stood before the group and asked, “How many of you have been through a visioning session before?” Everyone raised his or her hand.

“How many of you have left those sessions and returned to the workplace, only to find that nothing had changed?” Mostly everyone raised his or hand. He then declared, “For us to be successful as an organization, we need to realize that we can’t create the organization we want without making fundamental changes in ourselves.”

Candor Opens a New Door to the Future
As the event unfolded, something magical occurred. Rolf, by his example, taught the executives the true meaning of leadership. “Change begins inside each person. So I want to let you know that over the past few days I have been looking at what I’ve been doing to unknowingly prevent change from taking place.

“I’ve discovered at least sixteen things I want to change about myself! Here are my top three: my arrogance, my control, and my lack of trust.

“At lunch I want you each to think about what change means to you, and what you can do personally to inspire your own growth. After lunch I want to hear from my top executives — from the podium — expressing their personal insights.”

The CEO allowed himself to be as transparent and vulnerable as he had ever been in his life when he acknowledged the personal work he needed to do to make this merger a success. As he left behind his flaws so did the other executives, which made room for cooperation and partnership to grow.

Rolf continued his talk about the future. He engaged others in conversations about the “big challenges” and the “big picture.” The key was creating a shared context for change. By setting the stage in this way, he enabled others to find a common ground on which to build the future.  The Bayer merger became the most successful in the company’s history. 

Candor Unlocks Culture Change and Transformation in Organizations

Through our research and client projects over the past decade, we have identified that candor is the behavior that best predicts high performing teams and the single most important success factor in transformation and change. Organizations that exhibit high levels of candor produce the highest and most successful performing teams.

Here are 5 ways to elevate every day – and experience a release in the capacity to create and sustain change, growth and transformation: 

By setting the context for candor throughout all of your leadership interactions, you level the playing field. You set the tone for people to be candid with each other – and candor leader to trust. I trust you have my back – I trust your intentions – I trust you care. Power and hierarchy become less important than the results colleagues can create together through trust, honesty and teamwork. 

Neuro-tip: Candor, truth and trust
While the words – candor, trust and trust – are different, the meaning of these words activate the same networks in our brain. When we display the Prefrontal Cortex, our Executive Brain. This network opens the power of the Executive functions, such as strategic thinking, empathy, foresight, intuition, good judgment and handling uncertainty with less fear. So candor plays a role in elevating our capacity to work through difficult challenges with others – a core activity for change and transformation in organizations.

Candor is a door to tapping wisdom and for discovering new ways to handle the challenges we face when stakes are high and uncertainty abounds. As Rolf Classon discovered – by setting the stage for candor with his top 200 executives – he created a comfort zone for others in his team to lead with candor – elevating trust and the organizational potential for higher levels of personal, team and organizational success during the biggest transformation Bayer ever embarked upon.

CANDOR AND TRUST Are the Fabric of a Healthy Culture

Here are 5 things you can do, as a Leader of Change, to elevate candor and TRUST as the foundation for healthy conversations in your organization.

Success Factor #1: Elevate Candor and elevate Transparency and Trust 

Our brain is highly sensitive to reading signals of friend or foe as we interact. In .07 seconds we can tell if someone is telling us the truth and when they do we label them friend and our whole mindset reconfigures to allow us to engage more deeply. Being candid sends signal we will be open transparent in our conversations, and therefore we can trust each other to had our back. These decisions are built into our hardwiring and take place in Nano-seconds and elevate the quality of our conversations.

Success Factor #2: Elevate Candor and Deepen Relationships 

When we learn how to be candid with others, we engage at a deeper level of connectivity. Our brain radiates energy, and the energy of connection is more powerful than any other, yet we can’t access this unless we feel safe. Being candid and focusing our candor on enhancing our relationship – such as telling the truth about who we are, or helping build relationships before focusing on task – shows we value others and want to build on each others strengthens. These decisions take place in Nano-seconds and elevate the quality of our conversations and our relationships.

Success Factor #3: Elevate Candor and Deepen Understanding 

When we learn how to be candid, we are able to step into each other’s world, and understand each other’s perspectives rather than feeling we need to defend our own. The need to be right is and addiction which gets stronger when we are uncertain of where we stand. When we learn to deepen our connectivity by focusing on understanding others intentions, dreams, and aspirations – we communicate we have their best interest at heart. Our Prefrontal Cortex and Heart connection actually strengthen physiologically – and the quality of our conversations escalates – magnifying our ability to achieve greater results with others.

Success Factor #4: Elevate Candor and Build Shared Success 

When we learn how to be candid, we are able to spend more time exploring what success looks like with others – not just my success – our shared success. Rather than focusing on ‘my needs’ – I am able to build a new world view that combines yours and mine in ways we would never have thought about it before. We know that our Executive Brain – our Prefrontal Cortex – has the capacity to literally build holograms of the future – when we are open enough to access this human capacity – we join our best thinking into one new world view with Shared Success as the outcome. 

Success Factor #5: Elevate Candor and Elevate Courage to tell the truth 

When we learn how to be candid, we elevate our courage to step up, and speak out. Human beings need to share what is on their mind. When we mask the truth, or avoid the truth, or when we avoid difficult conversations our body chemistry shifts. The word disease is ‘dis-ease’ and it’s a chemical discomfort that blocks the vital instincts for growth. Finding ways to be candid and caring at the same creates the healthy space for truth telling while strengthening relationships with others.

Candor is One Act that Changes Everything

Learning to have healthy conversations is the most fundamental and vital skills of a transformational leader. As Rolf Classon learned when he stepped up and stepped out of his own fear, and stepped forward to connect with his team through candor. Make candor a priority and open the door to business success.  On some levels, we human beings are very simple. We turn to those who make us feel good and we turn away from those who make us feel bad. Finding comfort from people who care about us is a healthy strategy. Learning to down-regulate fear at work and up-regulate the factors that stimulate growth is a winning strategy for success is a game changer.

Judith GlaserJudith E. Glaser is the CEO of Benchmark Communications, Inc. and the Chairman of The Creating WE Institute. She is the author of the best selling book, “Conversational Intelligence” (Bibliomotion, 2013), an Organizational Anthropologist and a consultant to Fortune 500 companies.Visit her at creatingwe.com; conversationalintelligence.com or contact her at jeglaser@creatingwe.com. Follow Judith on Twitter @CreatingWE or connect with her on Facebook.

Growth Leadership Personal Development

Creating Personal Power Through Increased Adaptability

Creating Personal Power Through Increased Adaptability by Dr. Tony Alessandra
A wise person once commented, “A little knowledge can be a dangerous thing.” That is, as people begin to learn about a new topic, they tend to jump to oversimplified and incomplete conclusions. When that happens, they are often less successful than is possible. But with continuing effort, thought, and increased study, they eventually graduate to a higher level of excellence. In terms of adaptability, this means it is essential for us to understand the following principles:
1.           Adaptability is not a goal in and of itself, but a means to the end of increased personal effectiveness and success.
2.           A key to effectiveness is to realize what level and type of adaptability component(s) are the critical factors in achieving a targeted goal.
3.      Being adaptable also means assessing the other available resources that can allow you to get your desired outcomes by acting smarter.
Adaptability, then, is important because it directly relates to your degree of achieved success in relationships with other people, to coping with changing conditions around you, to managing different types of situations.
Extreme behavior can raise others’ tensions
At times people may perceive extreme adaptability as acting wishy-washy, sashaying back and forth across the fence line, or acting two-faced. Additionally, a person who maintains high adaptability in all situations and relationships may not be able to avoid personal stress. This is usually temporary and may in fact be worth it if you gain rapport with the other person.
The other extreme of the continuum is little or no behavioral adaptability. This causes people to view someone as rigid and uncompromising – on behaving at his own pace and priority.
Adaptability is important to successful relationships of all kinds. People often adopt at least a partially different role in their professional lives than they do in their social and personal lives. This is to successfully manage the professional requirements of their jobs. Interestingly, many people tend to be more adaptable at work with people they know less and less adaptable at home with people they know better. Why? People generally want to create a good impression at work, but at home may relax and act themselves to the point of unintentionally stepping on other family members’ toes. Not an attractive family portrait, but often an accurate one.
Adaptability works
Effectively adaptable people meet the key expectations of others in specific situations—whether it’s in personal or business relationships. Through attention and practice, you can achieve a balance of strategically managing your adaptability by recognizing when a modest compromise is appropriate. You’ll also understand when it’s necessary to adapt to the other person’s behavioral style.
Practice managing relationships in a way that allows everyone to win. Be tactful, reasonable, understanding, non-judgmental, and comfortable to talk to. This results in a moderate position between the two extremes. You’re able to better meet the needs of the other person as well as your own. Adapt your pace and priority. Work at relationships so everybody wins at work, with friends, on dates, and with family.
When you try to accommodate the other person’s expectations and tendencies, you automatically decrease tension and increase trust. Adaptability enables you to interact more productively with difficult people, helps you in strained situations, and assists you in establishing rapport and credibility. It can make the difference between a productive or an ineffective interpersonal relationship. And your adaptability level also influences how others judge their relationships with you. Raise your adaptability level—trust and credibility soar; lower your adaptability level—trust and credibility plummet.
Another way of looking at this whole matter is from the perspective of maturity. Mature persons know who they are. They understand their basic DISC behavioral type and freely express their core patterns. However, when problems or opportunities arise, they readily and deliberately make whatever adjustments are necessary in their core patterns to meet the needs of the situation or relationship. Immature persons, on the other hand, lose effectiveness in dealing with the real world when they lock into their own style. By disregarding the needs of others, they end up causing conflict and tension that lead to less satisfaction and fulfillment in their life environments.
Growth Leadership Personal Development

My People-Centric Journey to CFO

By Nintex CFO, Eric Johnson

Growing up, I was always interested in business.  My dad spent his career in the corporate world, eventually becoming the CIO for a Fortune 500 transportation company.  I learned a lot from my father and became interested in business very early.  From my dad I vividly learned a few key lessons:

  • Deliver on your commitments
  • Have passion for your trade
  • Treat people right

I was fortunate to have a great role model who laid a strong foundation for me.  My dad advised that I study finance and accounting as he told me it is the language of business—that in the board room having this knowledge would be invaluable.  He was right. Since my first job, every single role that followed has come from a referral of someone I had worked with before.  I am eternally grateful for the help I received from these individuals and know that it was based on the fact, that in the prior roles, I had delivered on commitments and was viewed as a strong teammate.   

In my early roles, as a financial analyst and then as a finance manager, I focused like a laser on delivering on my commitments and making great relationships at work.  My bosses and other leaders quickly appreciated my execution and because of this I often was given the opportunity to take on extra roles.  At Merant as a Finance Manager, in a turn-around situation, I was part of a team that tripled the value of the company in about two years.  This experience led me to receive a large promotion to the Director of Finance and Accounting for the acquiring company, Serena Software, at age 27.  I quickly went from leading a two person team to a 30 person team.  The pressure was high with several critical projects.  I was fortunate to be able to lead a high performing team and was recognized with the Employee of the Year award in my first year. 

About three years later Serena needed an executive to lead WW Sales Operations.  Given my knowledge of the sales organization and working relationships with key sales leaders I was promoted to VP of WW Sales Ops.  In this role, I learned a ton about selling having the opportunity to spend time with prospects, customers, and our sales teams.  After four years in this role I was ready for a new challenge and joined Jive from a co-worker referral as the VP of Finance and Sales Ops.  We had an outstanding team, took the company public eight months later, and in the two and a half years I was there grew revenue from under $50 million to $150 million.

Throughout my career journey, I have learned to appreciate and fully understand the critical role of ensuring your team members know you care deeply about their personal success and the organization’s success.  Team members give their best when they have strong relationships with their boss, co-workers, and they are bought into the mission of the organization.  After Jive, I joined Nintex as CFO (of course, this too was based on a referral).  Nintex has an outstanding culture, combining innovation, collaboration and respect for the individual.  I am fortunate to be a CFO well before 40 at a successful high-growth software company. 

I credit my success to having had many great bosses and co-workers, combined with my commitment to execution and my concern for building great relationships.

Marketing Personal Development

Think You’re Ready for PR? Tips from Those Who Know

By Jennifer Fleming, President, TallGrass Public Relations

Whether you’re a newly formed start-up or a well-established brand or thought leader, you’ve probably thought about or dabbled in public relations.

No matter how great your marketing strategies are, there is nothing more credible than an effective PR campaign. So if you’re at the stage where you really want to build your business brand, then it’s time to start seriously considering hiring professional assistance.  

The TallGrass team consults with hundreds of clients each year in various phases of their marketing and PR strategy and programs. Some are at square one; others have worked with firms in their past or current companies.

But in order to make PR work, it boils down to three things: definitive goals, managed expectations and the right experts.

Know your goals and your bandwidth

Every new client at TallGrass participates in a strategic planning session – we won’t work with a client unless we do. Your PR firm should spend the time to understand your business. From your product roll-out schedule to growth opportunities, revenue models to target markets, asking the questions and understanding your business is critical to create messaging and stories that resonate. It drives the strategy to achieve your goals.

If you’re unclear about your goals, your mission and your 118/elevator pitch, get clear – fast. Without these guideposts, your PR team can’t begin to understand the parameters of what you’re trying to accomplish (and neither can your company!). A great firm should be able to ask the right questions, form a strategy and guide you in the right direction.

Not only do you need to be clear on your goals, but also your company needs to make PR an organizational commitment. Today, PR professionals outnumber journalists three to one. Requests for contributed content – content originated from your company or a “hired gun” content writer – are more and more common. PR will take time – yours and your firm’s. Are you prepared to drop everything for an interview or draft a thousand-word article?

“Make sure you know what to do with the results,” says Deane Barker, partner at Blend Interactive. “If you get a ton of speaking opportunities, can you fulfill them? How will you vet them? If sales leads come pouring in, do you have a process to manage them? Can you do anything with them? What results from PR is a raw asset that needs to be refined to have business value. Can you do this?”

If you want to be in the NYT, sleep with Paris Hilton

I’m kidding, sort of. Managing the expectations of our clients with the appropriate media outlets and journalists is an important part of what we do. Who wouldn’t love a placement in a major publication? But being everywhere is just as important. Having an arsenal of great coverage provides credibility and establishes you as a thought leader.

“It’s always nice to get a major media hit or article placement in a major national publication like USA Today. However, the real value is all of the smaller placements in industry magazines (print and digital) that focus on a target-specific audience,” says Shep Hyken, customer service expert, author and speaker. “While getting a spot on the ‘Today Show’ was great for my ego, the interviews and article placements in the industry publications were great for my business.”

Equally challenging and important in managing expectations is how to measure your ROI. Having a baseline of coverage from which to measure is great and can be helpful to define “we want X number of placements.” But PR is just part of the overall marketing mix.

“Don’t look at the ROI, it’s hard to measure and nearly impossible to see direct revenue,” says Mitchell Levy, Thought Leader Architect of THiNKaha. “What you are looking for is increased awareness leading to more opportunities for you and your team to engage with your future advocates. Those opportunities, if handled properly, will lead to significantly increased revenue.”

You’re hiring an expert for a reason

Companies can dabble with DIY public relations. But “it’s difficult to be consistent with pitching your business while you’re trying to run your company, too,” says Susan Solovic, small business expert, entrepreneur and author.

Just as you know your business inside and out, a PR professional can find the gems of your value proposition, messaging, product, service and company to tell your story.

But you have to be working with the right people. The ability to have open dialogue and to try a variety of tactics, to be flexible and agile creates a winning strategy.

“What worked in the past may not work in the future, and you want to be working with folks that you like, trust and are willing to try a number of techniques to be able to deliver the results you’re looking for,” Levy says.

A client once said to me, “Great PR is the ability to take chicken shit and make chicken salad.” Well said! You’ve hired an expert for a reason – now let them take the lead and let them do what they do best.

Jennifer Fleming is President of TallGrass PR, a global B2B public relations firm. She’s been known to follow shiny objects. Follow her at @jkfleming.

Growth Leadership Personal Development

Are Your Recruiters Making These Three Major Mistakes?

By Anand Deshpande, WittyParrot

Are you guilty of committing these three recruiting no-nos?

Best practices for the hiring process have changed dramatically. Failure to acknowledge the evolving job market and adapt to the demands of 21st century job seekers can lead to lost opportunities…and revenue.

Here are three early recruiting mistakes, which may stand between your business and the best and the brightest job applicants.

1. Lack of a Recruitment Strategy

Social media offers an abundance of ways to connect with prospective candidates, but lack of a well-delineated recruiting plan can lead to wasted time and resources. Even when time is of the essence, it pays to stop and establish a “big picture” plan in order to determine strategic recruiting goals as well as targeted tactics for achieving them.

Implementing a recruitment plan is crucial to landing top talent – following are tips to create a recruitment strategy:

  • Understand the position, including everything from key criteria to core competencies to cultural fit. While general posts in non-specific outlets may yield some results, they will also produce a multitude of dead ends. The more specific the job description and recruiter’s understanding of the most desirable candidates, the more refined the results will be
  • Align recruitment goals with corporate goals and initiatives
  • Establish a recruitment process including high-level stages, handovers, descriptions and key deliverables for each process
  • Identify the best channels for recruitment such as employee referrals, available lists/sourcing partners, and most effective social media outlets for sourcing candidates based on actual data
  • Establish ‘Best Practice Resources’ and share with the team

2. Not Selling the Brand

Today’s job seekers, particularly the up and coming generation of millennials, aren’t just looking for any odd job; they’re looking for a shared vision. And in this rapidly moving digital age, job seekers will move on if your brand doesn’t hold their attention.

It’s critical for recruiters to catch — and maintain — a potential applicant’s interest by communicating an attractive, informative, and enticing message. Give candidates a reason to want to connect with your brand and strive to be part of it.

With mindful execution, social media becomes a recruitment and marketing tool for both active and passive candidate recruiting. Here are some tips to help sell your corporate brand to candidates:

  • Leverage existing proof points – share industry awards, videos of current employees, brand and culture messages on the site, and customer success stories describing how your organization has helped them. Have these ready to drop into an email, InMail post or present during a face-to-face meeting
  • Share personal stories that convey your corporate culture and insights about what it’s like to work for your company. These stories can be something that happened to you at work, sharing a story about a colleague who went above and beyond for you, etc. – ensuring your stories accurately reflects your culture and brand
  • Go beyond the requisition, which are often bland. Would you want to work for a company if all you saw was the requisition? Paint a picture of what it would be like working in that role – what the day looks like, what the projects are, and who you’re working with

3. Failure to Focus on the Relationship

Just because a job applicant isn’t the right fit for a particular job doesn’t mean there’s no long-term potential. The best recruiters know that relationship building is an essential part of the hiring process.

For example, failure to return phone calls or provide feedback to candidates during the application process is not only inconsiderate, but can have exponential effects, particularly if that candidate shares a negative experience via social media.

By creating and nurturing social connections, recruiters ensure that candidates are primed and ready should the right opportunity eventually arise. Talent management solutions offer invaluable help in tracking potential employees across an organization and throughout the comprehensive cycle.

So what can recruiters do to build long-term relationships with candidates who may not be a current fit?

  • Be honest. Let candidates know why they didn’t move on in the process, and why the role wasn’t a fit – and let them know promptly
  • Offer advice to the candidate. If you see mistakes or details that raise flags on their LinkedIn profile, let them know. Point them to additional sources for appropriate roles. Helping others comes back to you in spades, just like in most other areas of life
  • Keep in touch. Send an email periodically asking if they have a new role, are still looking, etc. and make note of the answers. If personal emails aren’t a possibility, send a useful article once a quarter as a way to reach out and continue to foster the relationship

It’s a brave new world when it comes to hiring practices, but unprecedented results are within reach for those who stick to winning strategies and avoid these potentially costly mistakes.

About the Guest Author:

Anand Deshpande is on the frontline of customer success at WittyParrot, working directly with clients to ensure smooth onboarding, ramp up and account management. He has an intimate knowledge of WittyParrot as a solution and uses that to help clients in strategy and implementation. Anand is a graduate of Emory University and has been with WittyParrot for over a year. His previous experience includes sustainability and brand consulting for a variety of companies including HRO and Oil and Gas companies. He has a history of working with diverse teams to create solutions to complex issues and enjoys bringing that background to the team.

Growth Personal Development

Big Data Conversations: Don’t Get Caught


By Judith Glaser

Why and How of Engaging Customers

Gallup’s State of the American Consumer report states, “Fully engaged customers are more loyal and profitable. Afully engaged customer represents a 23 percent premium in terms of share of wallet, profitability, revenue, and relationship growth.”

How can you effectively engage with your customers who operate at warp speed? We live in a world of right now, and the demand for instant results is seeping into every corner of our lives. Instant gratification is no longer a desire—it is an expectation.

In what Qualtrics calls the “era of immediacy,” we now operate in real-time and expect everything instantly. To engage with their customers and satisfy their need for speed, businesses must re-engineer their approach. Today, it’s about giving the customer what they want, when they want it and how they want it—or they’ll go someplace else. 

Fast data is gathered quickly and shared and acted on quickly, before its shelf life expires. Fast data delivers the information needed to help address specific issues, drive results and propel innovation in the moment. Fast data helps enterprises gather real-time insights into what customer are thinking so they can address issues in the now and keep customers happy. Enterprises need to catch customers and employees when they’re thinking it. Forrester Research predicts: “In the age of the customer, the race will be won or lost based on your firm’s ability to know your customers and react faster and better.”

For example, the Viceroy Hotel Group used fast data to uncover valuable insights about potential customers that boosted the hotel’s bottom line. Using Qualtrics Site Intercept product, the VHG experienced a sudden surge in local web traffic. Managers scratched their heads. The locals weren’t planning to stay there, so what was up with all the traffic? In less than an hour, the LA-based hotel set up an online survey using Site Intercept that asked local visitors what they were looking for. It turned out they wanted a happy hour menu. A quick fix allowed the hotel to make the happy hour menu available to anyone from the LA area who visited the website. With fast data, the VHG delivered potential customers exactly what they wanted, which boosted the hotel’s bottom line.

Meet the Voice of the Customer

Enterprises struggle with having access to the right information at the right time and place in order to interact with customers, build new products, and improve service. This is why most leaders are investing resources to strengthen their customer engagement programs. This renewed commitment to customer engagement impacts how enterprises approach their Voice of Customer (VoC) initiatives. VoC is now a strategic initiative for better understanding customers and responding to their specific needs.

For example, JetBlue, another Qualtrics’ customer, noticed that their NPS score at a Philadelphia airport was very low for an early morning flight. By focusing on this insight, JetBlue could trace customer dissatisfaction to the fact that the shops and amenities in the terminal were not open when customers were looking for coffee and refreshments before their flight, making them grumpy. With this insight, JetBlue responded quickly by passing out water, juice and coffee at the gate in the morning to boost customer morale. This made a tremendous change in JetBlue’s satisfaction scores.

Customers now expect to give feedback, and to have that feedback acted on. This expectation is driving the demand for VoC. Organizations are looking to technology to address the new rules of customer engagement.

Today, anybody can gather data on nearly anything. The challenge isn’t in finding the right solution to help you gather data—it is in finding the right solution to allow you to access, and act upon those insights quickly and effectively. Otherwise, customers will go someplace else. Adapt or vanish, the old adage goes.

We can now collect insights faster than ever before, enabling us to make timelier and better business decisions, improve business results and create happier, engaged customers. This means more revenue and profits. In the era of immediacy,” actionable data enables us to give our customer what they want, when and how they want it.

Judith Glaser COLOR copy

Judith E. Glaser is CEO of Benchmark Communications, Inc., Chairman of The Creating WE Institute, an Organizational Anthropologist, consultant to Fortune 500 Companies, and author of four best selling business books, includingConversational Intelligence: How Great Leaders Build Trust and Get Extraordinary Results (Bibliomotion, 2013) Visit www.creatingwe.com orwww.conversationalingelligence.com; email jeglaser@creatingwe.com or call 212-307-4386.

Growth Personal Development

Power Shift: Attracting Today’s Empowered Buyer – Get the Report now!

“The opposite of an impulse buy, a considered purchase is a complex buying decision with a high degree of financial and emotional risk and reward, requiring meaningful deliberation prior to purchase. Considered purchase marketing is a focused strategy that involves intimate understanding of the mindset of your customer, throughout the decision-making process.”

Dan Nelson, Jr., President & CEO, Nelson Schmidt Inc.
Dan Nelson, Jr., President & CEO, Nelson Schmidt Inc.


Changing market dynamics, new channels, information and technology requires marketers to redefine how we reach and influence the brand choice of customers. Labeling buyers either as business-to-business or business-to-consumer is no longer a relevant starting point.

The now-outdated ways of marketing communications forced buyers through the traditional sales funnel. But today’s buyer is in control of the information they consume, and can therefore create their own journey. As marketers are ever more challenged to be effective and efficient with our investment, we need new thinking and approaches to intersect with our customer’s purchase journey.


Instead of business-to-business and business-to-consumer, we must focus on the end-customer journey and understand where, as marketers, we can directly and indirectly influence their purchase decision through every available channel.

Now is your time to learn key business trends in the latest Nelson Schmidt Trend Briefing! Download by clicking HERE!



Using the NS MetricsTM methodology to discover, formulate, execute and measure our plans and programs they ensure strategy is brought to life and put into action in a way that delivers maximum impact. For more information visit NelsonSchmidt.com.