I’m privileged to be amidst the smartest, most motivated and creative community and culture in the world. I was born in Asia and have done my limited amount of traveling, including trips across the US and a trip to Europe decades ago, but there’s no place like the Silicon Valley for the tech entrepreneur, no more stimulating business environment if that is your passion. Ever open to the lessons and gifts of leaders across the valley, I’ve decided to collect ten pearls of wisdom to share, in honor of the holidays.
1. Better no relationship than a bad one.
Many frustrated people are deeply tied to relationships that bring them down, that focuses on old, looping or stale patterns that hold them in place. Spinning out of that mode means believing that they can choose to stop the pattern, that they believe it is better to stand alone than to be with someone who makes them stand still or stand down.
2. Don’t put lipstick on the pig.
See with clarity what is before you for embellishing what’s in front of you does not change the heart of what it is.
3. Humor connects.
When emotions run high, conflict is palpable, connect with each other and find the common human spirit and shared goals leveraging humor. Laugh at yourself, laugh at the situation, laugh at the lessons of life.
4. I must.
Successful are those who do what they must do, rather than spend the time and energy complaining about the why and the how of it.
5. Innovation comes from the top down, from the bottom up, from the outside in.
A culture of innovation emanates from the top, is executed from the bottom, and is focused on the needs of the customer.
6. More carrot, less stick.
Praise, reward and positive feedback bring out the best in all of us. Most of us high-achievers also have to tone down on the stick – the voice within us that judges ourselves too harshly.
7. Be fearless: if you succeed, it’s on you, if you fail, it’s on me.
Give others around you the freedom to fail forward, to learn and grow.
8. Complacency kills initiative and innovation.
Don’t rest on your laurels for only the paranoid survive and thrive.
9. We are all a work in progress.
Don’t judge yourself too harshly. Focus on the positives and on the journey.
10. Have the courage to speak difficult truths.
You are not doing your friends, family or colleagues or yourself any favors by protecting them from the truths you see. Share those truths with compassion and empathy.
Unicorn Club: Learning from Billion Dollar Start-ups
I read with great interest the TechCrunch article on the Unicorn Club: Learning from Billion Dollar Start-ups, defined as the .07% of companies started since 2003 that were valued at over $1 billion dollars by public or private market investors. It got me thinking about some indicators for unicorns: tech-educated professionals in their 30s starting companies with people they already know from school or work in the e-commerce (consumer pays), audience (ads or leads pay), SaaS (users pay) or enterprise (companies pay) space.
But beyond that, it got me thinking about what the next unicorns would be in the next decade, and of course how to facilitate innovation and business success for my clients and the community overall. Specifically, if the 60s brought on the decade of semiconductors, the 70s the era of the personal computer, the 80s, the prominence of networks, the 90s, the rise of the modern internet, and the 00s the prominence of social networks, what will the next decade bring?
As with previous decades, what came before is the technical infrastructure which would support the next era of technology discovery and economic success. And what we think is next will be the rise of the age of personalization. Below are ten potential successes to found and fund in the next decade:
E-commerce (consumer pays) -
1. Proactive Health Management with a Wearable, Diagnostic Component
2. Web and mobile-based proactive food/exercise choice solutions, with a way to compare self to others and implications of food/exercise choices made
Audience (ads or leads pay) – focus on volume of targeted users
3. Mobile Diagnostics (software only)
4. Interactive Mobile Games or conversations/content with targeted social media components
SaaS (users pay) – going beyond apps and storage
5. Mobile Diagnostics, with separate plug-in device (not just software)
6. Mobile and web proactive Health Management Solutions
7. Elder care management solutions for caregivers
8. Community-Based Funding and Gifting Solutions
Enterprise (companies pay) space – More efficiently serving and connecting employees and managing resources
9. Employee Health Management Solutions
10. Proactive, Integrated, Energy Management Solutions
FountainBlue’s November 8 When She Speaks, Women in Leadership Series event was the topic of The Business Case for Diversity. Below are notes from the conversation.
We were fortunate to have a wide range of experienced and passionate panelists who provided insights, suggestions and advice for creating a business case for diversity. Although our panelists represented a wide range of perspectives from HR to strategy, from legal to program management, they spoke passionately about the need for embracing diversity, and the business implications of doing so effectively.
Our panelists had a wide range of upbringings which helped them appreciate and embrace diverse perspectives from an early age. Whether they stood out physically as an immigrant or whether they had the same superficial similarities as those around them, from an early age, they have each appreciated how different they are from others, and how every has unique perspectives to be considered.
Throughout their career, our panelists have traveled across cultures and continents, representing a range of perspectives and viewpoints and business units, always advocating for clients and staff, ever translating the communication of those swimming-against-the-mainstream viewpoints, ever looking for the business advantages for doing so. They consistently spoke not just about the importance of strategically embracing diversity, but also about how to do so tangibly and measurable so that it continually engages the needs of the customer, and serves the people, operations and processes of the company.
Our panelists today believe that strategically embracing a diverse range of perspectives will help create more robust solutions, and done well, facilitate healthy debate and engagement, as well as an environment in which those viewpoints are invited and welcomed. This type of corporate culture builds loyalty and welcome innovative, out-of-the-box thinking as well – both undebatable contributors to the bottom line.
Diversity in the workplace has become so much more important over the past two decades as technology, business, and customer needs are evolving much more rapidly than ever before and the focus is prominently on creating value for the evolving and growing niche customers globally. There were many specific examples about needing a team who can speak the language and understand the culture of global customer bases in order to understand customer needs, negotiate deals, and otherwise engage with critical partners from around the globe.
One of our panelists mentioned the different layers of diversity: the primary layer, things that we can’t (easily) change such as age, gender, sexual orientation, and ethnicity, the secondary layer, related to geographic, income, work style, communication style, and the tertiary layer such as organization, position, union, management, and status. Incorporating a range of stakeholders with primary differences and engaging a range of stakeholders from different secondary levels (geography, role, styles) and then focusing on shifting the organization and the culture to embrace diversity at all levels is a worthwhile challenge for companies focused creating an ongoing business case for diversity.
Below is some specific advice from our panelists about creating a business case for diversity:
Identify your niche audience and understand how to create value for them.
Recruit people from your team who would understand the thinking and needs of that niche audience.
Be open to those who don’t think like you, and encourage and reward others in your team and network to do the same.
Create tangible results that measure success, which might include numbers around retention, sales, community and partner engagement, or other factors.
See beyond the stereotypes and respond to the way people think, speak and act. Always question your own assumptions about stereotypes and embrace those situations which break your view of what’s expected.
Change is difficult for some people and for some organizations. Making the business case for change will assist in transitions to new strategies and practices.
Think act and speak your mind, and show how your thinking differently is good for yourself, your team and your company. Step into what is scary, and be confident that your thinking differently will make a difference.
When someone makes assumptions based on your gender or looks, take the high road and prove your value.
Mentors, supporters and networks facilitate the success of people who think differently. Recognize, respect and honor who has done this for you, and choose to do something every day to support others.
The more diversity is successfully embraced in your organization, the more effective the business case for diversity as success begets success.
The bottom line is that diversity in the business perspective is not so much about moral and social justice, doing the right thing because it’s the right thing to do. It’s about being profitable and competitive *and* doing the right thing – morally and fiscally – for all stakeholders, from staff to customers to management, need to feel included, and valued and respected, and supported for our differences. The more our actions, words and thoughts reflect this objective, the more engaged and successful our stakeholders will feel, and the better the results we deliver.
When fundamental abilities including intelligence, energetic, confident and personally are present, one of the most prominent indicators of success is coachability. When evaluating potential candidates for our executive coaching practice, we consider each of the factors below.
Fundamental to success is knowing who you are (what makes you tick, how your life experiences have shaped you), what you’re good at (habitually leveraging strengths), what you stand for (your values) and where you want to go greatly increase the likelihood that you will get from here to there. It’s also essential to be self-aware enough to objectively evaluate your progress and your strategy.
You and you alone should define your purpose at work, and it is your task alone to create purpose in the work you choose. Many times, this gets overlooked, and people find themselves going through the motions without knowing the purpose. It is those who know that this is missing and strive to achieve that purpose who are most receptive to coaching.
Being passionate about what you do rather than going through the motions makes for a great coaching candidate. Missing the passion and seeking that passion is also an indication of a great coaching candidate.
A curious person is always looking for what’s new, what’s different, how to make himself or those people and things around him better. Complacent people are not generally either curious nor coachable. They are happy with what they have and who they are, so coaching is not right for them (and that’s OK).
5. Emotional Intelligent
Great coaching candidates have the emotional intelligence to be self-aware, curious, purposeful and to seek balance while looking for passion.
6. Socially Aware
It is also important to be socially and politically aware to understand that people dynamics are blocking or facilitating growth and results. Seeing how social factors impact your objectives brings you a long way to managing these social dynamics, and yourself.
The most coachable candidates know themselves and strive for continuous improvement, but are also focused on the growth and well-being of others around them, knowing that the success of others increases the success of all. Some of the most promising candidates are so self-focused that they do not look at the needs and motivations of others. Those who adopt that stance are much less coachable, and many are perplexed about why.
8. Focus on Measurable Results
Coachable clients deliver measurable results, and communicate these results in a way which develops their brand of successful accomplishments. There is no substitute.
Nobody’s perfect – the most coachable clients have failed forward – learning and growing from the errors of the past. They are resilient enough to pick up the pieces, leverage the learnings, and keep moving forward.
It takes courage to do any of the above. It takes courage to hear the hard messages, embrace the truth from these messages, which have often come back repeatedly, and to consciously change habits and follow a new course.
If you were to measure yourself on any of the factors above, how do you stand? What other factors do you think are good indicators for coachability? Share your thoughts with us at firstname.lastname@example.org.
The innovation topic is hot, but never in context of the diversity topic, which is also interesting, but to generally different circles. However, there’s a deep connection between innovation and diversity, one leads to the other and vice versa. In fact, I would attest that innovation and diversity are two sides of the same coin, as innovation leads to diversity, and diversity brings on more innovation!
How Innovation Leads to Diversity
1. Innovation can lead to more diverse technology solutions and offerings.
2. Tailoring existing innovations can serve larger, more diverse markets.
3. Innovations for larger, more diverse niche markets can lead to orthogonal innovations as well as a larger range of niche markets.
4. Innovation in one area can be applied to innovation challenges in another area, leading to more diverse offerings.
5. Innovative thinking has led to wider set of divergent solutions serving a wider range of customers and needs.
How Diversity Leads to Innovation
6. Diverse markets will demand a different set of needs, requiring innovation to serve them.
7. Diversity in the workplace will help teams bring different strengths, ideas and solutions to the table, increasing the likelihood of innovative approaches, technologies, processes and solutions.
8. With a range of diverse perspectives, you can convert a failed innovation project for one need may be the next best thing since sliced bread for a different market or industry.
9. The more diverse the range of innovations, the more attractive the offerings are to a wider range of markets, and the more appealing the organization is for a wider range of employees.
10. Divergent thinking has led to some of the greatest innovations of all time.
FountainBlue’s October 11 When She Speaks, Women in Leadership Series event was on the topic of Women Leading Innovation. Below are notes from the conversation.
Our panelists this month were both brilliantly eloquently and provided practical, candid and stimulating advice for us around innovation. They shared these top ten truths about innovation.
Innovation stimulates business change, offering new products, markets, processes, messages, energy and information that creates momentum and shifts the business in a good way.
Innovation occurs across the organization, not relegated just to R&D teams, but also involving processes and operations, marketing and markets Innovation is a matter of timing – delivering a new product or service for an audience in need, with the ability to pay for it.
It takes a village to innovate, so bring the right people in the right roles, and together focus on doing what’s best for the company in the short term and in the long term. For example, designers love being given constraints and parameters within which they can innovate, and researchers are great at identifying markets while data scientists could tell you what your innovation results are, what your aggregated and niche current and future customer base is looking for etc., Everybody has a piece of the puzzle.
Successful innovation has a foundation of relationships across stakeholders, and executive buy-in, as well as engagement across the board. So develop partnerships with stakeholders across and within the organization – particularly at the executive level and facilitate collaboration and engagement across and between groups.
Welcome people who think and act differently into the team and ecosystem. That uncomfortable feeling they bring to the table may be the nub of an idea which sparks innovation.
Some people mistakenly think that innovation is about creating the new new. Creative and original thinking are great, but you must also have structure within which to innovate. Much has already been invented, but reusing the proven technologies in new ways for new markets provides opportunity for all.
It is hard for some to embrace disruption. Some may have to stretch their thinking. Some may be uncomfortable about the impact on the brand. Some may question whether the new way of doing things can be done, or is worth being done. Sometimes the resistance is so overwhelming across the organization that innovation can’t take place.
Policies and rules and protocol must be followed, particularly when you’re representing a big company, and negotiations and processes may take longer for approvals. Corporate Innovation must take place respecting these parameters. However, too much corporate processes and policies can stifle innovation, with Kodak being an unfortunate case in point. Specifically, Kodak, the company which invented digital photography got leapfrogged by other companies who could innovate in that area, and became bankrupt despite their promising early edge in a huge market.
Be cognizant of the many stages of innovation, from the open plateau, sky’s the limit perspective of the start-up or early projects, to the socialization of projects through the management team, through the iteration of versions and strategic feedback of early adopters through the input of channels and alliances. Different leadership, management and technical skills are leveraged at different levels. The innovation leader must lead throughout the process, building relationships and credibility along the way.
Innovation is never easy – it takes vision, perseverance, and pushing through failures in order to succeed. Succeeding in innovation process despite the obstacles is its own reward, particularly when the bottom line agrees.
Our panelists shared this practical advice for those who want to better embrace innovation across their organization.
Adopt projects for which you feel passionate, for you will be working on it through thick and thin for many months and perhaps years to come. Plus the innovations you help to make happen will also certainly impact your company’s, your team’s and your personal brand.
Focus on doing the right for the company in the short term and in the long term.
Timing’s everything. The people and company may not be ready for an innovative idea or concept. Pick your battles. Perhaps you can pick up that same baton another day, when the market and customers and infrastructure are more receptive and ready for that new innovation.
Lobby for support.
Challenge the status quo, in a way that helps people become more open, without feeling threatened.
Carry the project from beginning to end and always focus on creating measurable results
Think forward about what your innovation successes will say about you, your team and your company.
Have the network and resources to support you as it will never be easy, and may be a long road ahead.
In the end, our panelists concur that to be an innovative leader, you must have the vision to want to change the way something is done, the courage and persistence to lobby for it to happen, the proven results from current and past projects to show why something is a good idea, and the network and support to stand behind you, the corporate culture which would welcome this behavior, and, most importantly, the communication and leadership skills to bring it all together, with a focus on driving bottom-line business results, engaging all stakeholders, serving current and anticipated customers.
FountainBlue’s October 11 When She Speaks, Women in Leadership Series event was on the topic of Women Leading Innovation, featuring:
This month’s marketing blog is part of a three-post segment on the theme of ‘The Ying-Yang of Content and Community’, following the initial post ‘Why Content Is King and Community Is Queen’. This month and next month, we will drill down into the top-ten list from the August blog and cover ‘The Key to Quality Content,’ our September blog below, and ‘Reaching Your Niche Community’, the October blog topic.
The first step is to understand how content and community work together, which is what we covered a couple of months ago, in our blog on Why Content is King and Community is Queen. Last month, we covered some thoughts on how to create quality content. But this month, we delve into the importance of community, for nobody can create quality content without understanding the community they serve and what’s important to them.
Strategically Reach Out to Classes of Customers
1. Knowing who you serve and why you serve them is a first step. Understanding this from your company perspective, and also from your customers’ perspective will help ensure alignment.
2. Question whom you’ve reached out to before, and whom you should be reaching out to now. What has changed? What will be changing? How will that affect what you do for whom and why that’s important to them?
3. What major trends are forging changes in the relationship with your clients? How will these trends impact the relationship with your stakeholders and customers in the short term and in the long term?
Know What Motivates Them, What’s Relevant to Them
4. Build a relationship with the customers you serve. Know where they are coming from and support them, even if it transcends your current business needs.
5. Bring feedback about the motivations and needs of your community to the management team and help shape corporate strategy based on the needs of the community and customer.
Ensure that the Content Matters to Them
6. If there’s a mismatch between the content and the needs of the community, the product/service offering and what the community is looking for, something needs to be done. Either pivot the business or identify and recruit a new niche community, or a combination of both.
7. Addressing the issue head-on will likely unearth other problems better brought out into the open.
Invite Participation and Initiative
8. Inviting active participation and input, rewarding volunteer leadership and initiative can help you bring the company and its offerings to new levels – new functionality, larger market, more opportunities.
9. Rewarding community members with the initiative and leadership for proactive feedback will facilitate active participation and feedback from others within the community – for the benefit of all.
10. There’s a difference between saying that you’re customer-centric and actually being so, between inviting participation and initiative and being open to suggestions and feedback and change. Community members find out quickly what you really mean based on the way you’re acting.
The bottom line is that the engagement and participation of the right community and customer will truly dictate the success of a company. How the leadership team manages this internal-external collaboration will directly affect a company’s bottom line today, and its prospects for the future.
Sales is where the rubber hits the road – you have to get the product right, you have to message it to the right audience, you have to build relationships and get the business models right, but assuming that all is in order, the sales numbers are the most direct indicators of success, and driving those numbers up will benefit all.
In our January marketing post on ‘Ten Truths about the New Sales Professionals’, we noted that the new sales professionals are more customer-oriented, more tech-savvy, more community-oriented, more collaborative, and more proactive. Given the above, below are some tips for enabling sales for the organization.
Be Customer Oriented
1. The customer dictates whether a product or service will succeed, not the product, not the market, so work with your sales team to better understand the needs of your current and anticipated customers. Reward customer-oriented behavior, and making serving-the-customer job #1, regardless of level and role within an organization.
2. Understanding the ‘job’ of your customers and prospects, the ‘pain and obstacles’ to doing the job well and efficiently, and the potential ‘gain’ when it’s done well is key to the success of a company.
3. Build engagement and connections between engineering, marketing, sales, and management. Partnerships between sales, marketing, engineering, finance, management, etc will best lead to that understanding as we all have a piece of the puzzle, and it’s everyone’s job to build a customer-oriented culture.
4. Hire and retain only those who are collaborative, customer-focused and team-oriented. There’s no room for Marketing professionals who snub sales people, Sales professionals who focus only on their own numbers, or Engineering professionals who think that it’s all about the solution.
5. Technology is key to understanding and even anticipating the needs of the customer and how your company and efficiently and collaboratively deliver to meet that need. Empower finance, technology and marketing professionals to support sales professionals in understanding why customers are buying, how to close deals, and what anticipated buying trends are.
6. Social media, mobile apps and tools, data analytics and cloud solutions will help connect and empower the stakeholders within and outside the organization to deliver quality products and services to customers. Across omni-channel communications become the norm, it’s essential to leverage the technologies and tools to empower, connect, serve, and leverage within and across stakeholders across the value chain.
7. Identify stakeholders throughout the ecosystem and their motivations for participating and engaging. Knowing the types of stakeholders involved with your organization as well as individual top-performers and partners will help you more strategically serve that niche market overall, build a tighter community, as well as a larger network.
8. Create layers of participation, from member to partner, from ambassador to SuperFan, and proactively engage with the community. Provide resources and education to empower and connect within, between and across these layers.
9. Proactively creating and serving communities of stakeholders will engage them at a deeper level, empower them to proactively share their needs and successes, and invite them to become SuperFans – those who will promote you to their trusted friends. Proactively and strategically rewarding all internal players for their efforts in building sales will build relationships within the company while directly impacting the bottom line.
10. Proactively managing toward a customer-oriented, community-oriented, collaborative approach leveraging technology will strategically set your company apart.
In conclusion, remember that your plans for the company are just a dream without a paying customer, your technology may be nice, but it’s not a business without a customer. Collaborating to generate those sales is key to the success for any organization.
FountainBlue’s September 13 When She Speaks, Women in Leadership Series event was on the topic of Women Making Their Own Rules. Below are notes from the conversation.
We were fortunate to be in the midst of brilliance – witnessing and absorbing the enriching, inspiring words of our incomparable panelists, and laughing, nodding and exclaiming as we strive to integrate their wisdom into our day-to-day activities.
Our panelists represented women of backgrounds from humble to privileged, from engineering to legal and marketing, yet they all had much in common:
They rose to a level of impact and prestige that directly and indirectly impacts the success of their organizations, their teams and their networks.
They started by first knowing themselves, and brought that self-awareness to bear in strategizing career and life decisions.
They proved themselves in ways large and small, quantatively and qualitatively, and influenced the success of all they touched in ways unimaginable, sometimes even by themselves.
They generously shared their strategies, wisdom, tools, and time with promising others.
They succeeded by building relationships and understanding the motivations of those they touch.
They constantly strive to improve themselves, leveraging the people and resources around them while also benefiting same.
They ARE that beam of light that makes you want to be a better you, and gives all a brighter hope for the future, seeing the best in ourselves, those around us, and the possibilities for all of us.
Below are their top ten kernels of wisdom shared by our panel about women who make their own rules.
1. Know yourself, your values, and your needs. These are your non-negotiables, so make a stand behind them.
2. Everyone has their own story, their own challenges. Leverage yours to get to where you’d like to go.
3. Know why you’re making your own rule, as it would necessarily mean that you’re breaking an existing rule. Who is making the existing rule? How would your own rule better benefit all stakeholders? What’s the strategy to get the right people to buy into the new rule? How do you best execute, follow-through, correct, etc?
4. If you focus on yourself and your own needs first, you will then be in a better position to help others get there too. So, first prove yourself before you aspire to make your own rules. People won’t follow you and let you make your own rules unless they can believe in you, and in the way you would follow through and execute.
5. Mistakes happen – focusing on the learnings will help narrow in on what will work in the short term and the long term. Perseverance and grit and having a tough skin will help you rise above your mistakes and increase the likelihood that you will be able to forge change with your new rule, particularly lasting change. So follow through and make something happen, despite the challenges, the errors, and especially when it’s difficult to do so.
6. Communicate your best practices and your results so that others beyond you and those immediately around you can also benefit. Speak the language of the audience to which you’re communicating – ride that balance between appearing over-confident and arrogant and appearing
7. Embrace the uncomfortable as the best learnings lie there. A good way to embrace the uncomfortable is to welcome and encourage others who-don’t-think-and-act-like-you-do to also make their own rules, provided that it’s also for the greater good.
8. When people see the promise in you, understand why they are giving you that next challenge, determine if it’s the right strategic next-step for you, and create your own rules to get from here to there, on your own terms, in your own way, especially if it makes you uncomfortable to even think about doing so!
Stand and Deliver
9. Humor is a brilliant way to share wisdom and learnings and create bonds between people.
Make It Bigger Than You Are
10. Think well beyond money, title, position, power, and more about making a difference, making your mark on the world on your terms. Doing things for the greater good and communicating why it benefits others and how they can participate will engage the right stakeholders to help change rules, for the betterment of all!
In the end, remember that it’s not a destination, it’s a journey, so strive to make it one full of happiness and learnings. Use our illustrious examples of how you too can share your successes and challenges and help you gain the strength, fortitude, resources and perspective to achieve results benefitting others.
FountainBlue’s September 13 When She Speaks, Women in Leadership Series event was on the topic of Women Making Their Own Rules. Please join us in thanking our speakers for taking the time to share their advice and thoughts and to our gracious hosts at Cadence.
Facilitator Natascha Thomson, MarketingXLerator, Co-Author of 42 Rules for B2B Social Media Marketing Book
This month’s marketing blog is part of a three-post segment on the theme of ‘The Ying-Yang of Content and Community’, following the initial post ‘Why Content Is King and Community Is Queen’. This month and next month, we will drill down into the top-ten list from the August blog and cover ‘The Key to Quality Content,’ our September blog below, and ‘Integrating Content and Community’, the October blog topic.
Engagement is the key to momentum, and creating relevant content, delivered to the right audience is essential for building that momentum. Below are some thoughts on how to create content that matters.
Make content credible.
1. Base any position you take on data points. Otherwise, it’s about one opinion over another, and is less appealing to a large population set who responds to data and logic.
2. Enlist writers who have the background and knowledge to write, pontificate and theorize. It adds credibility to the theme, community, and message.
Make content memorable.
3. Be succinct and vary vocabulary and syntax.
4. Engage the reader, but start by knowing who the reader is, and what would engage her or him and why.
5. Pepper it with a picture or two, especially if it adds to the message.
Make content valuable.
6. Have a reason for writing on the topic, a reason that would benefit your intended audience. Stretch thinking and perceptions of others, of course with a purpose in mind. Escapist writings have their place, but in a business context, content should stimulate thinking, engage and connect, and sometimes have a call to action.
7. Tell the story behind the data on a topic, don’t just spew out the range of data available. Interpreting the meaning of the data in the context of its relevance to the intended audience is a core value-add of content.
8. Offer specific examples and reasons on how the information has influenced decisions and identify results.
Stimulate thinking. Invite action.
9. Identify the goal for the content and how it would benefit the intended community.
10. You get a ‘C’ if the reader is entertained, you get a ‘B’ if the reader is entertained, and pauses and thinks. You get an ‘A’ if the reader is entertained, thinks about it, then know what to do about it, and even change their thinking, words and actions!
This is second final blog on the ying and yang of content and community, focusing on how to create content that matters for the community. Stay tuned for next month’s blog focusing on creating that niche community. Your thoughts are welcome.