This series of articles explores the connection between relational leadership and employee retention. I discussed creating a ‘learning – thinking’ organization in the first article and a trusting organization in the following two. This final article examines creating a respected organization.
Respected organizations are often marked by the depth of esteem in which the community holds them. Because the community embraces the company, it produces a deep sense of pride in the employees. Community Marketing becomes strategic to a respected organization.
Relational Leadership is people-centric. People are defined in the relational diagram as employees, vendors, customers, and community. Many business plans leave out the community component or treat it lightly deeming it disconnected to the business purpose. Actually, a Community Marketing strategy helps define the business purpose and elevates the concept.
Figure 1: The Community Marketing Strategy
The relational diagram involves the entire spectrum of people. Just like the Building Blocks of Trust, you can’t skip a people component and be truly relational.
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Frank McIntosh is author of The Relational Leader (Course Technology PTR, Cengage Learning 2010). During his 36 year career, Frank has worked with many of the most recognized companies and executives in the world. He has provided consulting services for peers across the country and helped initiate Junior Achievement programs in Ireland, the Ivory Coast, Oman, the United Arab Emirates, Bahrain, and Uzbekistan. Frank was inducted into the Delaware Business Leaders Hall of Fame in October 2008, one of 38 individuals so honored and the first not-for-profit executive to receive this distinction in Delaware’s 300 year business history. To read Frank’s complete biography, click here.
For more information regarding this subject, visit Frank McIntosh at his website www.FJMcIntosh.com.
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Ed has worked in more than 40 countries with organizations including Booz Allen Hamilton, Satyam, Seer Technologies, National Australia Bank, Larson & Toubro and the World Economic Forum. He is the only Chief Learning Officer to lead two companies to ASTD BEST Award #1 ranking; Booz Allen Hamilton and Satyam Computer Services (only company outside United States to achieve this).
Pris has 30 years of experience with Fortune 500 companies around the world. She has received international acclaim for her work in global leadership development, diversity and executive coaching.
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The clock is ticking: next year, in 2011, the oldest of the 76 million Baby Boomers turn 65. While that has long been considered traditional retirement age, Boomers are known for bucking the system. Many will decide to stay in the workforce and replenish their savings and retirement accounts. But when they do leave, they will take with them years of institutional knowledge acquired on the job.
Workplace demographics paint a startling picture: Almost 40 percent of the U.S. workforce is between 45 and 64. Many business leaders are beginning to ask some tough questions: who will replace Boomers when they leave? Will younger workers have the knowledge and skills to run our organizations when they do? Companies in many industries stand to lose significant numbers of highly skilled, tenured workers. But that’s not all they’ll lose. After years on the job, Boomers have developed deep, often intuitive knowledge about their company’s way of doing business and the relationships that have made them successful – and much of that could be lost as they walk out the door.
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Ken Ball is a Baby Boomer and has been tracking issues relating to aging in the workplace for several years. At TechProse, he drives business development for the consulting firm that specializes in knowledge/content management, training, and documentation for major U.S. clients. He has more than 30 years of experience in corporate sales and marketing, including years in book publishing business, working for IDG Books, publishers of the …For Dummies computer and general reference books. He has a marketing communications degree from Bradley University.
Gina Gotsill is a Gen X writer who has studied journalism at San Francisco State University and University of California, Berkeley. She is also a fellow of the Poynter Institute, a journalism think tank based in St. Petersburg, Florida. Gina has covered a wide range of business topics that include keeping Boomer skills in the workplace, teaching finance to non-finance professionals, and growth and change in urban and suburban business clients.
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The outcomes of substantive change can seldom be fully anticipated; and changes to organizational performance measures are no exception. Performance measures drive executive and managerial decisions and personnel actions and, over time, shape these behaviors to achieve optimal results relative to the established measures. Thus, changes to performance measures serve to change behaviors in predictable and sometimes unpredictable ways.
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Businesses can gain a lot from building a “Social Nation,” but only if you’re networking smart.
If you were to make a list of up-and-coming business trends, social media strategies would probably be near the top. Actually, scratch that “up-and-coming” part – social media is already here. However, thousands of companies are rushing headlong into the profile-creating, news-tweeting, blog-posting frenzy…only to find that their valiant efforts are not getting the results they had hoped. If you’re looking for fans, followers, and friends to build a Social Nation around your business, don’t panic. There is simple advice that will help businesses avoid the pitfalls and make a strong online impact.
It’s true: there are countless benefits to joining what I call the Social Nation revolution – but just like any strategy for growth, social media isn’t foolproof. If you don’t want your company’s social strategy to fall flat, there are some guidelines you’ll need to follow.
As the Chairman and CEO of Mzinga, a company that provides social software to businesses. Quite literally, it’s my job to be social media savvy. And before you start building your own Social Nation, you need to have a well-researched game plan.
When it comes to building a successful social network for your company, you need to understand that there’s a lot of prep work to be done. You can’t just set up a Facebook profile for your company, tweet once or twice a day, and expect public interest in your company to shoot through the roof. Far from it, actually.
Think about it this way: if you were in charge of your company’s booth at a trade show or conference, you wouldn’t just slap your company’s logo onto a piece of poster board, place your business cards on the table, and hope for the best, would you? Of course not. Yet that’s exactly how some companies approach social media – and that’s why so many of these initiatives fail.
If you want to become a meaningful part of social conversations and interactions, you’ve got to know who your target “fan base” is, where they spend their time online, and what sorts of content and programming is valuable and relevant to them, and will foster their continued interest and participation. You also need to make sure you have the wherewithal to commit to growing and sustaining your Social Nation, and you’ve got to make sure that you have buy-in from within your company. And that’s just for starters.
Sure, it may sound intimidating, but don’t give up yet. Half the battle is knowing which mistakes not to make:
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Barry Libert is the author of Social Nation: How to Harness the Power of Social Media to Attract Customers, Motivate Employees, and Grow Your Business. He is Chairman and CEO of Mzinga®, the leading provider of social software, services, and analytics that improve business performance. Barry has published five books on the value of social and information networks. He is a regularly featured keynote speaker at industry associations and for leading companies on the power of social media. He has been published in Newsweek, Smart Money, Barron’s, The Wall Street Journal, and The New York Times, and he has appeared on CNN, CNBC, and NPR. Barry currently serves on the Board of Directors at Innocentive and The SEI Center for Advanced Studies in Management at The Wharton School of the University of Pennsylvania. To learn more about Barry, click here.
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Relational Leadership and Employee Retention – A Match, part 3
/in Management & Leadership/by Frank McIntoshThis series of articles explores the connection between relational leadership and employee retention. I discussed creating a ‘learning – thinking’ organization in the first article and a trusting organization in the following two. This final article examines creating a respected organization.
Respected organizations are often marked by the depth of esteem in which the community holds them. Because the community embraces the company, it produces a deep sense of pride in the employees. Community Marketing becomes strategic to a respected organization.
Relational Leadership is people-centric. People are defined in the relational diagram as employees, vendors, customers, and community. Many business plans leave out the community component or treat it lightly deeming it disconnected to the business purpose. Actually, a Community Marketing strategy helps define the business purpose and elevates the concept.
Figure 1: The Community Marketing Strategy
The relational diagram involves the entire spectrum of people. Just like the Building Blocks of Trust, you can’t skip a people component and be truly relational.
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Subscribing to the Self Guided Program - It's Free!
About the Author
For more information regarding this subject, visit Frank McIntosh at his website www.FJMcIntosh.com.
StrategyDriven Podcast Special Edition 51 – An Interview with Priscilla Nelson and Ed Cohen, co-authors of Riding the Tiger
/in Corporate Cultures, Management & Leadership, StrategyDriven Podcast/by StrategyDrivenSpecial Edition 51 – An Interview with Priscilla Nelson and Ed Cohen, co-authors of Riding the Tiger examines what it takes to lead a thriving global organization through an Enron-like catastrophic event. During our discussion, Priscilla Nelson and Ed Cohen, co-authors of Riding the Tiger: Leading Through Learning in Turbulent Times
, share with us their insights, personal experiences, and illustrative examples regarding:
Additional Information
In addition to the incredible insights Priscilla and Ed share in Riding the Tiger
and this special edition podcast are the resources accessible from their websites, www.NelsonCohen.com and www.RidingTheTiger.com. Priscilla and Ed’s book, Riding the Tiger
, can be purchased by clicking here
.
Final Request…
Thank you again for listening to the StrategyDriven Podcast!
About the Authors
Ed Cohen & Priscilla Nelson, partners at Nelson Cohen Global Consulting ( www.NelsonCohen.com), provide thought leadership and strategic guidance to leaders and companies around the world. They are co-authors of Riding the Tiger: Leading Through Learning in Turbulent Times
(www.ridingthetiger.com) published by ASTD 2010.
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The Boomers are Leaving! – How to Create and Implement a Knowledge Transfer Program, part 1
/in Diversity & Inclusion, Succession & Succession Planning/by Ken Ball and Gina GotsillThe clock is ticking: next year, in 2011, the oldest of the 76 million Baby Boomers turn 65. While that has long been considered traditional retirement age, Boomers are known for bucking the system. Many will decide to stay in the workforce and replenish their savings and retirement accounts. But when they do leave, they will take with them years of institutional knowledge acquired on the job.
Workplace demographics paint a startling picture: Almost 40 percent of the U.S. workforce is between 45 and 64. Many business leaders are beginning to ask some tough questions: who will replace Boomers when they leave? Will younger workers have the knowledge and skills to run our organizations when they do? Companies in many industries stand to lose significant numbers of highly skilled, tenured workers. But that’s not all they’ll lose. After years on the job, Boomers have developed deep, often intuitive knowledge about their company’s way of doing business and the relationships that have made them successful – and much of that could be lost as they walk out the door.
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About the Authors
For more information about Ball and Gotsill and Surviving the Baby Boomer Exodus
(Course Technology PTR, Cengage Learning 2010), please visit their website www.survivingtheboomerexodus.com.
Run New and Old Performance Measures in Parallel
/in Organizational Performance Measures, Premium/by StrategyDrivenHi there! Gain access to this article with a StrategyDriven Insights Library – Total Access subscription or buy access to the article itself.
Sign-up now for your StrategyDriven Insights Library – Total Access subscription for as low as $15 / month (paid annually).
Not sure? Click here to learn more.
Don’t need a subscription? Buy access to Organizational Performance Measures Best Practice 14 – Run New and Old Performance Measures in Parallel for just $2!
Top Ten Pitfalls to Avoid When Going Social in the Business World
/in Marketing & Sales/by Barry LibertBusinesses can gain a lot from building a “Social Nation,” but only if you’re networking smart.
If you were to make a list of up-and-coming business trends, social media strategies would probably be near the top. Actually, scratch that “up-and-coming” part – social media is already here. However, thousands of companies are rushing headlong into the profile-creating, news-tweeting, blog-posting frenzy…only to find that their valiant efforts are not getting the results they had hoped. If you’re looking for fans, followers, and friends to build a Social Nation around your business, don’t panic. There is simple advice that will help businesses avoid the pitfalls and make a strong online impact.
It’s true: there are countless benefits to joining what I call the Social Nation revolution – but just like any strategy for growth, social media isn’t foolproof. If you don’t want your company’s social strategy to fall flat, there are some guidelines you’ll need to follow.
As the Chairman and CEO of Mzinga, a company that provides social software to businesses. Quite literally, it’s my job to be social media savvy. And before you start building your own Social Nation, you need to have a well-researched game plan.
When it comes to building a successful social network for your company, you need to understand that there’s a lot of prep work to be done. You can’t just set up a Facebook profile for your company, tweet once or twice a day, and expect public interest in your company to shoot through the roof. Far from it, actually.
Think about it this way: if you were in charge of your company’s booth at a trade show or conference, you wouldn’t just slap your company’s logo onto a piece of poster board, place your business cards on the table, and hope for the best, would you? Of course not. Yet that’s exactly how some companies approach social media – and that’s why so many of these initiatives fail.
If you want to become a meaningful part of social conversations and interactions, you’ve got to know who your target “fan base” is, where they spend their time online, and what sorts of content and programming is valuable and relevant to them, and will foster their continued interest and participation. You also need to make sure you have the wherewithal to commit to growing and sustaining your Social Nation, and you’ve got to make sure that you have buy-in from within your company. And that’s just for starters.
Sure, it may sound intimidating, but don’t give up yet. Half the battle is knowing which mistakes not to make:
Hi there! This article is available for free. Login or register as a StrategyDriven Personal Business Advisor Self-Guided Client by:
Subscribing to the Self Guided Program - It's Free!
About the Author