Show you are responsive to consumers by venturing into social media with a plan. Example: When McDonald’s launched its first blog, Open for Discussion, customers bombarded the company with complaints about toy Hummers in its Happy Meals. Unprepared, the company was slow to respond. Lesson: Social media is a powerful relationship-building tool, but only if you’re ready to listen and act on customers’ comments.
— Adapted from “Riding Social Media’s Trojan Horse,” Alexandra Samuel, Harvard Business’s Conversation Starter blog.
Bridge the gap between your strategic plan and your implementation plan by asking these three questions: (1) Will the team understand this strategy? (2) Can the team implement this strategy? (3) Will the politics of the organization allow this strategy to work? Think beyond yes-or-no answers to gain a true sense of whether you’ll get true buy-in and understanding from your team.
— Adapted from “Minding the gap between Strategy and Tactics,” Eric Brown blog.
Experience your brand the way customers do, advises Brian Dunn, CEO of Best Buy. To avoid becoming an isolated leader, he tells The New York Times, he surfs the company’s web pages, calls its call center, listens to what people are saying on Twitter, visits the stores and talks to associates about what’s working and what’s not. “I also have a program that searches the Internet anytime somebody mentions Best Buy out there,” he says.
Improve your concentration with meditation. Google and Reebok both offer meditation to employees. Ron Bartkiewicz, a health promotion manager at Reebok, meditates every day: “I used to hear about it and was never really quite sure,” he says. “But if you take the time to learn, it’s amazing. Even if you only have a minute, or you’re somewhere like the supermarket, it helps you to relax and improves your concentration.”
— Adapted from “The value of deep thinking,” Rhymer Rigby, Financial Times.
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