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Do You Appear Salesy or Committed? A Self-Promoters Dilemma

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We can expect some pretty dynamic changes in American marketing techniques to evolve in The New Renaissance -- my term for this burgeoning new era we've recently entered--a time when business will be conducted by masses of creative entrepreneurs, "solopreneurs" and small businesses offering products, professional services and artistic creations based on an individual's talents. A recent report by Intuit predicts that by 2020, 40% of the American workforce will be freelancers. That's 60 million enterprising individuals who will need to figure out how best to sell their products and services without the benefit of a marketing department. In other words, there will be a tremendous number of people marketing and promoting "themselves."

They will be their own brand, and their talents and skills will be their "product." Most people who find themselves in this situation will tell you how incredibly uncomfortable it is to "sell yourself." And do you know what the greatest fear for the average would-be- self-promoter is? Being too "salesy"-- you know, the kind of approach that instantly conjures up all sorts of negative feelings: aggressive salespeople, shoddy snake oil salesmen and inauthentic online marketers. The thought of being anything even remotely like this is so repellent to many individuals that they remain drastically understated in their marketing, which as a result ends up being ineffective--or in the worst-case, they may even avoid self-promotion altogether.

Now, let's switch roles for a moment: instead of looking at the self-marketing challenge from the solopreneur's point of view, let's consider how it feels as a consumer. Thinking back on your own various encounters with someone trying to interest you in buying something, can you recall an occasion when you felt a salesperson was honest, someone you could trust--and that what was being offered could genuinely serve you? Perhaps there have even been times when it felt like a privilege to participate in the proposed business transaction?

What was the difference between someone who came across as salesy as opposed to one who came across as sincere? In the latter case, it's likely how genuinely committed you felt they were to the belief that what they had to offer would fulfill your needs: they were committed.

Does this concern about "salesy versus sincere" sound familiar? If that's you, the question is: in your efforts at self-promotion, to what degree is the fear of appearing salesy holding you back? Can you find a comfortable marketing approach that's effective in getting the word out about the great work you're doing without coming across as salesy?

It's a very fine line-- one that every successful self-promoting entrepreneur has had to figure out - how to find the delicate balance point where you can achieve the buy-in without being pushy. To learn not to "scream," but at the same time realize that playing it too quietly doesn't even get you noticed.

The fact of the matter is that most self-marketers, especially creative types, stay so far from the "too salesy" boundary that they barely show up at all. If that's you,
the good news is, you can fix it.

Once you recognize the need to jumpstart your sluggish self-marketing effort, look to find your own comfortable spot somewhere along the line that stretches from barely showing up at one end to salesy at the other end. You may want to actually hit the boundary of being too salesy, even just once, in order to know what your own "authentically showing up committed to serving others" approach looks and feels like. On a scale of 1 to 10 with 10 being the most aggressive, you might be a comfortable 5 or a 7.

The important thing to know, though, is that the success you see will be in direct relationship to the balance you strike. I personally look for sustainable success and alignment with who I am. For me, that's around a 7. I see plenty of 10's and I have to say, at times I'm envious of their immediate success. But after 30+ years of business success, I don't believe that level of aggressiveness in sales lasts.

On the other hand, I also know that playing it too small, being a 2 or even a 4, isn't going to create a sustainable business. That level, unfortunately, is exactly where many people trying to market their own skills and talents are currently languishing. And when you find yourself stuck there, what do you do? You give up. Business is too hard. It's the economy's fault. Nobody "got you" (literally). Then the world loses out on what you have to offer.

So, take the time to figure out your comfortable spot on the salesy vs committed scale.
If you're committed to your service or how your product can benefit people's lives, then say that. There's a huge difference in tone, energy and intention when you are focused on your commitment to creating value for others rather than focused on the sale.
Don't "sort of" care. Care fully and deliver your message of how you can be of service with commitment and passion.

Care that deeply. Be that passionate. Show up that committed.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.












50 Similarities Between the First Few Years of Parenting & Entrepreneurship (And Lessons From Each)

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Even though I opened my first business in 2009 as a psychotherapist, it wasn't until after I had my first child 3.5 years later that I had the courage to go full-time with it.

I was terrified of giving up that stable check, great insurance, paid vacation time and automatic 401K contributions, but I also just had a baby, and knew I wasn't going to be able to take care of my business, my child and my J-O-B.

It was clear which one I had to let go of.

I took the leap, said goodbye to the J-O-B, went full-time with my practice, and never looked back. Since then, I've reinvented my business and myself. We both continue to evolve and grow today.

Each new business endeavor brings up similar fears as when I decided to call myself boss that first time, and you can bet I was terrified at the prospect of having a second child.

A recent gaze at the milk splashed across the floor and prunes smeared up my arm helped me realize that entrepreneurship is not too different from having kids.

Here are 50 reasons why having babies and businesses are similar, and what I've learned from my first few years in the parallel rodeos of parenthood and entrepreneurship:

1. You have no idea what you're in store for before they are physically here

It's so much different than you ever could have imagined, and nothing anyone tells you could possibly prepare you.

2. Those without kids or businesses might not get it

You might get weird looks or judged if you try to explain. Don't worry about it, and recognize that no amount of talking can explain the inexplicable.

The lesson is to accept and love people as they are, where they are. You didn't get it when you were on the other side of parenthood or entrepreneurship either. And you might not get their stuff too.

3. Life changes dramatically

You may not realize it until it's too late. You learn to adapt, quickly.

4. You get to experience self-doubt like never before, which comes with RESPONSIBILITY like no other

Your job?

Keep that baby and that business alive, embrace every moment you have, and keep putting one foot in front of the other. That's the name of the game.

One step at a time.

5. You NEVER know who you'll become

Kids? I never thought I could care so much about them.

Diapers? Never imagined I could be so comfortable with them.

Social media? I was a late joiner to Facebook. Now? I'm kinda all over it.

I've opened myself up to opportunities in business I never thought I'd be interested in before.

They lesson is to enjoy the ride. Welcome each new reinvention of yourself along the way. It's called growth. When your'e not doing it, you're dying.

6. If you didn't know how to get support before, you'll become a pro at asking for help

Help was something I was never notoriously good at asking for. Partially because I'm a bit of a control freak. With kids or business, though, you'll get nowhere fast if you try to do it alone.

From someone to clean the house to upgrade the website to watch the kids to tell me I'm not crazy, I've got help.

My lesson to you? It's never too soon to get help, wherever you need it. Delegate the stuff you don't want to do, get help with the kids, and get support and mentorship.

7. As soon as they arrive, you have arrived

Before having a kid or a business, I'd look at parents or business owners and think they were of a different species. Like they had a map that I didn't have.

Then I had a business and became an entrepreneur. And had a baby and became a parent. I was clueless at both. Much like many parents and entrepreneurs before me.

The lesson? None of us are special and no one has been given a map. Which brings us to #8:

8. You build the plane mid-flight

Similar to the point above, many of us start businesses and families without knowing what we're doing.

No amount of business training is going to amount to any kind of success unless you take action. And I still don't quite understand the point of birthing classes, other than as an attempted anxiolytic.

With businesses and babies, you learn by doing. Not by thinking, planning, or even practicing. You have to take action.

9. Things rarely, if ever, go as planned

That's part of the fun, but it's not always easy!

Your kid gets sick, your launch fails, your "big break" falls through, or perhaps an opportunity comes up that derails your life all together...you never know.

The lesson? Surrender. Let go. Trust that the Universe has your highest good in mind and remember, we are fragile specks on the grand scale of things who have little control anyway.

10. The time is now

And it really does fly. So be here.

The power is truly in the moment and in how you show up in each one you're gifted with.

Your presence is the best present your kids can get, and there is no better way to gift them with more of it than by running your own business.

Likewise, your business needs your focused attention in every given moment devoted to it. Otherwise, you'll be spinning your wheels and wasting your time.

As Jeff Olson writes in his game-changing book, The Slight Edge, success is made up of the tiny consistent actions that are easy to take, but also easy not to take. Be focused and present in all aspects of your life and do what matters, consistently.

Your lesson: Be where you are. Now. And fully.

11. With each new one, you relax a little more

Even though starting a new business or having another kid after you have a business or kid is scary, you start taking it less seriously. You trust yourself more, relax, and start taking yourself less seriously.

When I was pregnant with my first, I knew when he was the size of a "blueberry," a "lemon," an "avocado," and whatever other fruits he became. With my second kid? I had no idea what week I was in, much less what fruit she was.

Business and babies are still no joke, but adding a second of each was easier than the first time around.

12. When you start, you might initially accept the help from less-than-ideal people because you are green and maybe even desperate

My son's first pediatrician had an office in the suite below us in our apartment complex. The thought of packing up my first infant and bringing him anywhere other than downstairs was intimidating to me, so convenience won. She told me not to kiss him because I could give him germs. Needless to say, our first doctors' visits were not especially helpful.

My first "Virtual Assistant" if we can count her as that? Sold me a package and then disappeared with my money, without having done a thing for me. Goodbye several hundred dollars.

I've got plenty more stories, but let's file this under "you learn as you go."

The lesson? Forgive them, and more importantly, forgive yourself. Hanging onto the past does no one any good.

13. You'll also encounter angels on earth who are there for you in your weakest moments

From various nurses like Amy and Heidi when I had my kids, to sitters and people who have shown up for me in big ways I couldn't possibly have imagined, there are countless angels here on earth that are here for us when we need them most.

Likewise, certain coaches and mentors have helped me believe in myself when I wasn't sure if I could pull it off. Additionally, assistants have come through big time for me as well.

More impressively, certain business BFFs have crossed paths with me and proven to be there for me no matter what. I've made lifelong friends who share my passion of creating lives on our terms.

The lesson? Life and survival are ultimately about connections.

14. You're better off when surrounded by people who get it

I recently shared with one of my closest friends how I inadvertently shut a box of wipes on the tip of my 7 month old daughter's little index finger. She then told me how she had an ER visit earlier in the day because she slammed her 3 year old's son's hand in the car door. It feels good to know you're not alone.

I also have a select group of business confidantes to whom I let it all out - my insecurities, doubts, and unformed thoughts and questions They do the same with me.

There is comfort in sharing the tales, trials and tribulations. Above all, there is comfort and safety in the connection.

15. If it doesn't feel right, it's not

This one is called, "trust your gut."

Even if you're clueless as a parent or as a boss, there's a part of you that knows more than you know.

It's biological. In business, too. You're connected to something greater.

The more that you can do to clear whatever obstacles are between you and that greater thing, so you can trust your intuition, your hunches, your gut ... the better.

The lesson? Trust yourself.

16. It gets easier

Talk about front-loading the difficulty! The more you do it, the easier and more second nature either running a business or raising a child becomes.

17. You learn about systems

You become obsessed with figuring out how to do things faster and better, whether that means getting your kid to sleep or being more efficient on social media.

18. You get pooped on

In business, I'm talking about haters. You'll get them if you're doing it right. In parenting, of course, I'm talking about getting pooped on.

19. You learn more about yourself than you could have imagined

Being in business can be better for you than therapy.

Similarly, you'll learn more about yourself as a parent, and will remember being a child yourself.

20. Your attitude around money changes

In business, I became a lot less frugal and realized that I can make as much money as I desired to, so I was more likely to spend on things that I saw as investments and not WORRY so much about cash flow.

With parenting, my child's wellness, happiness and SLEEP became more important than any dollar amount, so I'd exchange any kind of money for any of the above.

For me, money was no longer something to be so careful about, but I started thinking about in a more expansive way, as a means to an end, whether the end is a stronger business or child.

20. You get less taken with bright shiny objects over time

The sleek sales pages for business expanding opportunities and inviting aisles of Buy Buy Baby no longer appeal to me in the same way. It's like I've grown immune to them. Most of them, anyway.

I've learned to trust myself and my abilities as a parent and business owner more, so I'm less likely to be wowed by the next program or product unless I know I really need it.

21. You become more open-minded and less quick to judge

Your empathy grows.

You know everyone has a story, and whatever they're doing makes sense in the context of that story. You realize that your judgment helps no one.

22. You realize how we are all in the business of sales

Whether it's encouraging someone to invest in themselves to improve their lives, or encouraging your toddler to eat vegetables, it's all sales. And sales isn't a bad thing, after all.

23. You sell them what they want, but give them what they need

You've got your kids' and customers' best interests at heart. Because fruit IS a dessert, and when someone addresses their own "stuff," it will help their cranky significant other be nice to them again.

24. The more you learn, the more you realize the less you know

About anything.

25. You understand that love really is the most powerful force in the world

Times can get challenging as a parent and as a business owner, but at the end of the day, both are about love. You realize that love is the most powerful force on earth, and you often swell with so much love that you didn't even know was possible.

26. Done is better than perfect

There is no perfect, and unless you carry on with your imperfections, you will be at a perpetual standstill.

27. You need to start before you're ready

Honestly? I'm still not ready.

28. You fail forward

It is is said that Thomas Edison had 1000 failed attempts before he invented the lightbulb. The only road toward success (in parenting and in business) is paved with failures.

Celebrate your failures as your stepping stones toward greatness.

29. Keep the customer satisfied

It keeps your business running, and your child healthy and happy. Service is the most important.

30. Don't forget your oxygen mask

Without you oxygenated and taken care of, your kids and your business suffer. Make an effort to practice self-care.

31. They are more forgiving of you than you are of yourself

You will make mistakes in business and as a parent and beat yourself up for it. Your clients might not even notice, and will forgive you. Your kids, too, only know how to love you.

32. They will either destroy or strengthen your relationship with your partner

If you want a catalyst for growth in your relationship, try starting a business or having kids. Either will test your relationship and strengthen it if you allow it to.

33. A rock solid relationship with your partner makes all the difference

A strong relationship makes you more resilient to fear and pain. It helps you be stronger in everything you do. It makes you a better parent and a better entrepreneur.

When we can get our closest relationships right, we are not only showing our kids how to love best, but are able to show up more full of love in the world. If we all had strong relationships with our partners, the world would become a much better place for everyone.

34. "Little things" become miraculous

Whether it's the utterance of a new coo sound or the moment your list crosses the 1,000 mark, these little things are milestones that you recognize as proof that something is working. They feel like tiny miracles along the way when you think about how far you've come.

35. You really understand the importance of "baby steps"

Again, in reference to Jeff Olson's book, The Slight Edge, it's the little consistent actions that you take that build up and make all the difference over time. Baby steps.

36. The success of others becomes your own

Nothing is better than seeing your kids and your clients do well.

37. You realize time is truly the most valuable commodity

And hopefully, as stated earlier, you recognize the importance of truly being present.

38. You become better with boundaries

You watch your boundaries like a guard dog, or at least you are better with your boundaries than you have been in the past, and continue to improve. Much of the fat automatically gets trimmed for your life as a result of becoming a parent or an entrepreneur.

39. If you're not careful, you'll lose yourself

Children and businesses both have the potential to swallow you whole, and because you love them so much, you might actually allow it to happen. Don't.

Have something that's just yours.

40. You'll discover new levels of desperation

The occasional cocktail of extreme sleep deprivation, financial regret, financial uncertainty and bouts of self-doubt can send you down a rabbit hole of desperation that you hadn't known existed.

41. You wonder how anyone did this before Google

42. You wonder how anyone did this before Apple

43. Faith is key

I'm not referring to anything religious necessarily, but am talking about the kind of faith that Napoleon Hill writes about in his classic, Think and Grow Rich.

In other words, you need to believe. You need to believe in yourself, and your ability to raise children and businesses that not only survive but thrive.

44. Leveraging is key too

I'm not at the stage as a parent where my kids have their friends over to play, but I look forward to the day when I can leverage my time by collaborating with other parents and arranging rotating play dates. The importance of figuring out how to leverage your time in business goes without saying.

45. As soon as you think you have it down, something changes

Your kid is finally sleeping and then starts getting teeth. You feel like you've mastered Facebook Ads (I'm stretching the truth, here) and then they change. A new platform pops up to learn. As soon as you think you get it, there's a curveball.

46. You have more fun

Kids introduce an element of play that many of us had forgotten about, and if we're doing business right, we're having a lot of fun there too.

47. You are more grateful for showers than ever

As a parent of small children, the opportunity for time get clean, even if you play peek-a-boo with your 2 year-old while doing so, is precious. As a business owner, your shower is likely where you get some of your best ideas. Prior to kids or business, you might have taken your showers for granted.

48. You are more grateful in general

Gratitude for being a parent, gratitude to be creating a life on your terms, and gratitude to be alive.

49. Your dreams only grow and involve way more than you

The potential that you see around you swells each day.

50. You'll never look back

There's life before and after becoming a parent or entrepreneur, and once you cross either line, you'll never look back.

*I'm an amazon affiliate, which means that if you buy any of the books through the links I provide, I may earn a commission.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.











How to Get the Media to Call You

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The media is a powerful platform that can be used to share your story and expertise. They can help you to build a positive reputation and solid credibility for yourself and your brand. However, getting journalists to call you for an interview isn't easy.

Recently, I was the featured social media expert in a story on Channel 7's Today Tonight. This mainstream TV appearance was actually the result of me offering to do a free social media training session for the journalists at Private Media Group four years ago.

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How was that possible, you ask?

Let me tell you how I achieved this.

You see, my goal was to achieve that sweet spot where journalists call me for comment on a story that relates to my personal brand.

It takes time and a lot of pitching to achieve that, but now there isn't a week that goes by where I'm not doing an interview where a journalist calls me directly.

These interviews can then lead to other interviews. I call them gateway opportunities.

Let me explain. The Today Tonight opportunity was from an interview I did with SmartCompany about McDonalds sacking a worker who posted an inappropriate Facebook post. The producer needed a social media expert to speak on TV about the incident.

He Googled it and found me because I had commented in the media about the story already. (He also checked my website and saw my credentials.) He then called me directly for an interview.

Often, one interview can lead to another.

We recently had a client who we pitched and achieved the lead business story across most of the Fairfax newspapers (SMH, The Age, AFR, etc.). That afternoon we had a frantic time booking a bunch of radio and TV interviews because those producers all scour the mainstream media for stories.

We also got a client's story into a local paper which was syndicated to the Daily Telegraph because they are owned by the same publisher (News Limited).

How to create gateway opportunities:

Build your personal brand

I built my personal brand in a very clear and intentional way. I figured out what I wanted to be known as an expert in, and then built a considered strategy around that (and worked hard to achieve it)!

Small can lead to big

Even the smallest interview that you might think isn't worth doing, can lead to mainstream media. Don't discount it because it's not on your wish list.

I want to be on TV

That's great. Sometimes you can pitch directly, but that can be really hard. Think outside the square. Where else can you pitch your story idea that might lead to a broadcast opportunity?

Oh, and those Private Media journalists that were in that training room all those years ago still call me for comment. Think long term about your personal brand and media opportunities.

Trust me, if you keep going and put yourself out there it can unlock opportunities you've never even dreamed of.

About the author
Catriona Pollard is the author of From Unknown To Expert, a step by step framework designed to help entrepreneurs develop effective PR and social media strategies to become recognised as influencers in their field. www.unknowntoexpert.com

Catriona is also the director of CP Communications, which merges traditional PR tactics with cutting-edge social media strategies that engage consumers as well as business. www.cpcommunications.com.au

Follow Catriona:
Twitter: @catrionapollard
Facebook: www.facebook.com/catrionapollard
Blogs: www.catrionapollard.com | www.unknowntoexpert.com/blog

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.











How to Write News

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Many writers struggle with producing a document aimed at garnering publicity or being printed in the news. They often miss one or more of the criteria of a news document: public relevance, timeliness, proper formatting or usefulness. These obstacles can be overcome by combining a SWOTI framework with the inverted pyramid. This strategy can then be adapted to the particular function of the news document: displaying thought leadership, capturing the attention of journalists or the public, or building a customer base.

SWOTI is an acronym and framework of thinking about information to alchemize relevance to publics. It will allow you to see information not in a vacuum but instead as informing and being informed upon by the surrounding environment. Depending on how the framework is used, SWOTI can make information appeal to mass audiences or more niche ones, but I'm getting ahead of myself. First, I'll instruct you how to conduct a SWOTI analysis.

• Strengths (internal): What are your personal or company related internal strengths. Do you know a lot about investing or roofing? Do you have high credibility in the African-American community or in the Chicago region? List your strengths focusing on those that make you or your company unique.

• Weaknesses (internal): What are are your internally held weaknesses? Do you lack credibility, an audience or consumers? Is your business structure lacking in pliability and adaptability?

• Opportunities (external): Opportunities deals with external trends that align with your personal or company expertise. If you teach an online learning class, then the upswing in the popularity of online learning would be an opportunity. What are the social trends that produce a need for your expertise?

• Threats (external): What are the externally related threats to your person or company? Are you a print publication threatened by the increased availability of information online? Is there a proposed legislation that would make your company's inventory unusable? Write out external threats in your environment.

• Implications (putting it all together): Now combine one or more internal strengths or weaknesses with one or more external opportunities or threats. Strengths combined with opportunities capitalize on what you or your company can offer the public. Strengths combined with threats can detract or counteract threats in the external environment. Weaknesses combined with opportunities provide you the opportunity to minimize organizational weaknesses by drawing on opportunities in the environment. Weakness with threats provides an opportunity to minimize both internal weaknesses and combat external threats. However, It is the most difficult position to be in. It requires that you find identify strengths in your weaknesses or opportunities in your violent external environment.

Depending on the size of the external threats or opportunities being capitalized on, a news document can be generalized to a mass or more niche audience.

Once you have developed a slant that prioritizes the value of your information to a public, you can move on to writing a highly structured piece of journalism that will be easy to digest by publics and media representatives alike.

The inverted pyramid refers to a way of structuring information. It requires that you structure an article in the order of the most important to the least important information. It may prove helpful to list out the: who, what, when, and where of the article. Then prioritize the value of each to the audience before deciding what order you want to present the important facts in.

While the inverted pyramid, necessitates that information be presented in order of most to least important, you can start your intro sentence in a variety of ways. Some suggestions are: a surprising fact, a question, an evaluation of current perspectives on the subject, a quote or a statistic. Another tip that will prove helpful in structuring your article is to list the paragraph's topic sentences on a line and focus the paragraphs on connecting the topic sentences in an easily comprehensible and logical progression.

The article can be ended in a variety of ways: a sudden stop, suggesting other considerations, a question asking the audience to share exceptions or additions to your logic, a call to action or provide commentary or advice on information that was previously presented. If the article is long, I suggest also including a summary of the information. If the article is short, a summary will likely seem redundant, especially if your information flows logically--which it should.

Follow these instructions and your article will have news relevance, the most important criteria in getting your article published, shared and spoken about. It will also be easy to skim or read.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.











3 Reasons Why You Should Keep Your Startup Small

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Many startup founders can't wait to have a giant team. The big offices with a huge amount of followers, it's the classic portrait of the successful CEO. While having a large company can be a sign of success, hiring too fast can be detrimental. Communication starts becoming more of a problem, and a lot more organizing is required. These are just two small examples of the consequences of having a big team.

Starting out, when our competitors have more funding and talent we become discouraged. We think that these companies can move much faster and can be more creative. This leads to us making excuses for why we can't compete, and many times we run.

In truth, there are many advantages small companies have over big ones. When you recognize this, you start to become much different about the hiring process. You learn to do more with less and optimize the use of members in your startup. Here are 3 major advantages small teams have over large companies. Early on it's important you use these as much as possible.

1. You can run super lean

People are expensive. Even if they agree to take big pay cuts, you'll find that more bodies means much more money spent. Besides salaries, a big reason why has to do with company culture. It's important that teams spend time together outside of the workplace. And when you plan company culture events for a big team, bills start to rack up. The problem is you've dug yourself in a hole. You must invest in teammate to get the best work from them. If you don't have the funds to take care of a team member, that person should not be on your team.

With a small team, you can move fast and save money. You also don't have to risk not taking care of your employees. When you only have a handful of teammates, looking after them is quite easy. It's also much easier to check in with each one of them and make sure everything is ok. If a member of your organization is unhappy, it's a lot easier to find out why.

2. You can build a stronger hustle mentality

Nothing feels better than taking down Goliath. To beat up on the big bad competitor when your a tiny startup is something that pumps everyone up. As the leader, you should try to find a big enemy that your team can take head on. When you start to make some progress beating up on them, everyone will work that much harder. This is what I call the hustle mentality.

Another reason small teams can achieve a hustle mentality easier is because everyone on the team has so much to do. In a big company, you can slip through the cracks some days or stick to just a 9-5. When you only have a couple of people, no way you can get away with that. Your teammates are busting their butts, and they need you to do the same to keep the company alive.

3. You can develop closer relationships

When the tribe is smaller, the relationships become deeper. As the company grows, it becomes much harder for your teammates to know everyone in the organization. One of the things CEOs take for granted is the time when everyone knows each other on a personal and professional level.

Of all my time as a founder, the best moments I think about are the times hanging out with my early teammates building our company. We've gone through all the ups and downs together, and that's built a bond that's hard to replicate outside of startups. The relationships built when the company is a couple of people are the bonds that you'll cherish for the rest of your company's life.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.











Female Millennial Entrepreneur Top Tips for Building a Strong Community, Sponsorships, and Marketing Strategies

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Recently, I connected with Pocket Sun, SoGal founder and fellow USC Trojan-female millennial entrepreneur. She wanted to chat about her upcoming event, a 3-day SoGal Startup Bootcamp this September 25 through 27th in Los Angeles. Considering her great 1 year success at building a 20+ country & 2,000+ female millennial entrepreneur community of women through her events and partnership with The F SHOW, I wanted to know her top tips on the topics of building communities, partnerships, and marketing strategies. Here are the tips I gathered for you:

To build a strong community: have pure intentions, hustle, and be engaged. In Sun's words, "I started SoGal simply because I wanted to present a new set of opportunities for young women. There's no way I could have put in so much energy and time into building SoGal, if I were not sincerely passionate about what I'm doing." On the topic of engagement Sun tells us, "Never lose touch with your people. Meet with them often. Check in on them. We take pride in our authentic and warm voice for everyone in the community." Relationships are truly key!

To build strong sponsorship: build relationships, create value and make it easy for sponsors. Asking for money from others is not easy but there is no way around it. Sun says, "Put yourself in front of them and get to know them. It takes time for people to trust you and put money behind you." Remember to always propose a win-win situation that makes sponsors want to work with you. On the topic of making it easy for sponsors to support you, Sun tells us: "Everyone's busy and probably deals with a million requests. Your ask should be simple with a clear call to action." Once you ask, make sure to follow up!

To build a strong marketing strategy: start early, partner, and seek out opportunities. There are many channels you need to manage to effectively get the word out. Sun recommends to "find out what's the most effective, and start building good will early on." On marketing and partnerships, Sun urges entrepreneurs to "find out who your target audience is and where they get information from. Partners can help you reach a whole lot more people than your network alone." Seek out opportunities.

So, what are you waiting for? Go build a solid community, solid partnerships, and get the word out! As Audrey Hepburn once said, "Nothing is impossible, the word itself says 'I'm possible'!"

Lolita is a wife and a millennial who loves food, travel and tech. She is a sales tech intrapreneur by trade and a social entrepreneur by nature. Lolita produces, speaks, and writes, at times. She lives in sunny San Diego with her husband. Follow her on Twitter: @LolitaTaub


 


For more female millennial entrepreneur insight, visit: youtube.com/thefshow


 

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After Foreclosure the Boomerang Buyers Return

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Homeowners who lost their homes to foreclosure are making their reappearance into the housing industry. Since 2007, when the housing crisis began, more than five million homeowners lost their homes and were unable to qualify for a mortgage. After seven years, the foreclosure is no longer on their credit report, and they are emerging as qualified homebuyers. This could create a new category of buyers and an uptick in home sales.

Nearly one million homeowners underwent foreclosure in the twelve-month span covering October 2007 and October 2008. Twenty-five percent of them have already had the foreclosure removed from their credit reports. More than 600,000 foreclosures will be removed from credit reports this year. We can expect to see many of them reentering the housing market.

Yet, foreclosed homeowners may face obstacles. While foreclosed homeowners are seeing the light at the end of the tunnel, some big banks have not lightened the lending standards they tightened during the housing crisis. Many major banks faced high penalties for their mortgage lending practices, and as a result, placed stringent credit requirements on mortgage applicants. By requiring very high credit scores and nearly perfect credit, previously foreclosed homeowners may not qualify for a mortgage with these big banks.

While some big banks, like JP Morgan Chase and Bank of America, have restricted FHA loans and made it difficult for foreclosed homeowners to reenter the housing market, smaller banks and lenders have taken advantage of the opportunity to provide mortgages to foreclosed homeowners, making traditional and FHA loans available to them. FHA loans are appealing to previously foreclosed homeowners because they allow this segment to qualify for a mortgage in much less time than traditional mortgages. If buyers qualify, they could purchase a home in as little as one year to three years after a foreclosure. According to Moody's Analytics, it has been more than three years for more than one million foreclosed homeowners. In addition, under specific circumstances, both Freddie Mac and Fannie Mae only require two years before they will back mortgages to homeowners who had short sales.

Additionally, there is a new type of agency alternative loans available called non-QM loans, which give this underserved market the ability to purchase a home again, many times without the waiting period on housing events as long as you can prove you have the ability to repay. This includes proper income documentation, depending on the amount of time that has gone by since the housing event occurred, most programs require approximately 20% down payment, and assets to cover reserves. As more time passes from the date of the "housing event" the restrictions are reduced and borrowers may be able to qualify for conventional mortgage programs.

Banks are showing an increasing willingness to lighten mortgage lending restrictions to tap into the emerging market created by formerly foreclosed homeowners. Some banks have seen an increase in mortgages by previously foreclosed homeowners, and the number will grow as more people become aware that they are eligible. RealtyTrac estimates that approximately 7.3 million of these formerly foreclosed homeowners will again seek homeownership in the next eight years.

Jon Maddux, Co-Founder of afterforeclosure.com, explains:"There is a staggering number of people in America who don't realize that they are actually eligible to buy a home again after foreclosure or short sale.  I often hear a nervous excitement when I tell someone that they are pre-approved for their new home loan because they thought they wouldn't be able to buy for 7 years. We have loan programs with NO waiting period!  When we created our pass / fail test on AfterForeclosure.com we wanted to make it easy for people to take a quick test to see if there is a program available for them.  All it takes is about one minute to see if they have a shot at homeownership!"

As time passes, we can expect to see an upswing in home purchases and mortgage approvals for foreclosed homeowners. As more banks gain confidence and loosen their lending requirements and homeowners have less fear about reentering the market, this segment of potential homebuyers can make a significant impact on the housing industry.

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Simple Secrets to Investment Success

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There is a huge financial services industry dedicated to helping you manage your money. But the real secrets of successful investing and wealth creation are so simple that you shouldn't be overwhelmed by all the choices being offered. Instead, start with one small principle:

The secret of financial success is to make your money work for you, as hard as you work for it, over time!

Once you understand the importance of that basic concept it's easy to get started with a small amount of money. But the success of this strategy is only revealed over time. And that leads to the first of the success secrets:

1. Put time on your side. Like gravity, time is a powerful force of nature. It can leverage your plan to grow wealth, even starting with a small amount of money. For example, if you invested $2,000 today on an individual retirement account (IRA) in a stock market index fund, reinvesting all dividends, based on historic average market returns --in 30 years the account would be worth $45,000. That may not sound like a lot of money, but it leads us to the second secret.

2. Invest regularly -- and automatically. In the example above, it hardly seems worthwhile to wait so long for such a seemingly small return. But what if you invested that same $2,000 every year, for the next 30 years? The account would total nearly $400,000! (Now, do the math and figure the results if you invested $5500 every year -- the amount currently allowed in an IRA annually for those under age 50!)

3. Don't try to "beat" the market. In 2014, according to Morningstar 86 percent of mutual fund managers failed to beat their benchmark. Those are trained professionals who devote full time to picking stocks! I have nothing against stock trading for those who see it as sport. But for long- term wealth creation, you don't have to beat the market. Just being there is enough. Remember, since 1926, there has never been a 20 year period where you would have lost money in a diversified portfolio of large-company American stocks, with dividends reinvested, even adjusted for inflation.

4. Exercise self discipline. Remember your time horizon. If you are investing for the long run, then don't let short-term headlines scare you out of your investment plan. A market decline becomes an opportunity for your regular retirement plan contributions to buy more shares of the fund at lower prices -- the exact recipe for success. Even those closer to retirement need a portion of their funds invested for long-term growth to beat inflation.

5. Be optimistic! Surely, some have read this far shaking their heads in worry about our nation's problems. But think of the problems we have overcome in the past 75 years -- wars, inflation, the Depression, recessions, financial crises in the S&L and mortgage industries, and multiple bear markets. Yet through it all, the strategy of regular investing in a diversified portfolio has worked in every 20 year period.

It's easy to make excuses for not starting out on the road to investment success, or for taking a detour along the way. Many of these are lessons only understood in hindsight.

So, if it's too late for you, pass this on to a young person who can take advantage of time leveraging small amounts of money. One day they'll be grateful. And that's The Savage Truth!

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Maximizing Live Experiences to Build Brands

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In the not-too-distant past brand managers and marketing directors evaluated the success of live events based primarily on the metrics available: number of attendees and press impressions. With the explosion of social media, digital analytic and the need for brands to develop and deploy engaging content on an ongoing basis, live experiences can and do play a much more critical role in the marketing mix.

Today, a live event or experience should be conceived through the lens of a larger strategic platform, taking into account a number of critical factors that should be working in concert for maximum efficiency and ROI. Rather than view the value of a live experience solely on attendance and press impressions, design your strategy to maximize all of the following outputs:

Compelling content: Live experiences create engaging brand content that can be captured via photos and video and deployed a number of ways - through owned social channels, websites and paid and earned media. This can expand the reach of a great experience delivered to influencers in one market to the rest of the country, even globally.

Extension of traditional advertising: A new ad campaign can be launched or extended by creating experiences in key markets that engage your consumers and bring it to life. In some cases the experience itself becomes the ad campaign, such as with Bud Light's Whatever, USA campaign.

Press & influencer engagement: With shrinking newsrooms, the proliferation of bloggers and fragmented media consumption, brands have to work harder than ever to get attention. Whether for a product launch, new partnership or other milestone, bringing a brand to life in an engaging way gives press and influencers a more immersive and intimate experience with your message, not to mention something far more interesting than a press release to build a story around.

Drive advocacy and reward loyalty: There has been much recent coverage of MasterCard CMO Raj Rajamannar and his evolution of the brand's iconic Priceless campaign to highlight delivering amazing experiences to their cardholders, which is rooted in data and insights they uncovered on the hunger consumers have for experience. Focusing on the experiential vs. transactional aspects of your brand elevates it to a new level, fueling an emotional connection
and engendering loyalty. And while not every brand can put Justin Timberlake on the road, there are plenty of ways to connect with your loyalists through experience that are both intimate and scaleable.

Ignite social sharing and word-of-mouth: If you want people to talk about your brand you need to give them something to talk about. And new products or ad campaigns are not enough. Photos and video drive the majority of engagement on social media and in this era of the selfie the images people are most excited to share are those in which they are front and center. A rich experience will have your audience pulling out their smart phones to show their friends and followers what an amazing time they are having, authentically spreading the excitement far beyond the four walls of any event.

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'The Focus Group Was Ecstatic': Facts and Feelings in Stories

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When I worked as a reporter I often met the classic, garrulous business executive who would "describe" the birth of a product this way: "In grad. school 15 years ago, Sally and I were working on a new design for a carburetor. The fuel efficiency was off the charts but it was too expensive so we used more cost-effective materials, calculated the precise ratio of air to gas" etc.

What's wrong with this brief story? For one thing it's boring, but why? Too many facts and no emotion.

I learned valuable lessons from The Basic Patterns of Plot, written by a journalism professor called Foster-Harris (no first name given). Though the book is out of print, the messages still resonate:

The 'music' of fiction is the... feeling-fact rhythm... [T]he emotional parts are upbeats, the... fact portions downbeats... You can score a piece of competent fictional writing. You will come up with something that reads like this: feeling-fact, feeling-fact, feeling, feeling, feeling, fact, fact, feeling-fact, feeling-fact, feeling-fact, fact, fact. And so on.


How does this apply to business stories, which presumably are non-fiction? Simple: avoid dry recitations of facts alone. Don't be afraid to intersperse your feelings about your product or service, or more importantly, the emotional reactions of your customers in this way: "When we first introduced Product X in June (fact), we hadn't slept for weeks and we were both exhausted and exhilarated (feeling). The customers told us that for the first time in their lives, they could sleep at night (feeling) knowing that their information was secure (fact) because of our impenetrable firewall (fact)." You get the idea.

Take a lesson from Guy de Maupassant, the famous French short story writer. Though he was known as a naturalist who presented the world in all its ugliness, he readily understood the role of passion. He thought the reading public was saying:

• Console me
• Amuse me
• Sadden me
• Move me
• Make me dream
• Make me laugh
• Make me tremble
• Make me cry
• Make me think

Were the consumers in the focus group actually so happy that they looked like the people in the photo above? If so, tell us about it.

Remember: upbeat, downbeat, fact, feeling.

Sources:

Foster-Harris, The Basic Patterns of Plot. 1959. Norman: Univ. of Oklahoma Press, p. 23.

Guy de Maupassant, Pierre et Jean. 2006. Pocket: Paris, p. 16.

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Could We Take the Dollar Down Again?

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Thirty years ago today the financial leaders of the five leading economies of the time gathered in the Plaza Hotel, concerned about an excessively strong dollar. The coordinated effort to deflate the dollar that resulted from that meeting seems appealing again. The substantial run-up in the dollar over the past year has created tensions about competitive devaluations, and growing trade imbalances lurk around the corner. What would it take to achieve another Plaza Accord?



Concern about currency wars have been high since the U.S. announced QE3. Scrutiny subsequently shifted to Japan, and indeed the yen fell 20 percent against the dollar in the back half of last year. Most dollar strength since March has come against emerging economies. China has been the only country to resist depreciation, despite its surprising 3 percent fall last month. Korea on the other hand, has been intervening heavily to keep the won competitive against its neighbors. The downward pressure on the yuan poses a latent source of further dollar strength. If released, it would likely be followed by other Asian currencies, magnifying the impact on the dollar.



Raising the stakes of dollar strength is the return of interest in Congress for trade issues, most obviously in the bipartisan resistance to the trade authorization bill this spring. Ominously, the U.S. trade deficit--which has remained fairly stable at a sustainable 2.5 percent of GDP since the financial crisis--will likely begin to expand next year. Trade responds with a lag to exchange rate movements because it takes time to renegotiate contracts, find new suppliers, etc. The sharp drop in the dollar in 1985 did not move the dial on the trade balance until the end of 1987.



Growing alongside the trade deficit will come calls to protect U.S. industries. If the pressure begins to bite early enough, it may become an issue in the Presidential race next year. Perhaps it would be wise to act pre-emptively and collectively act to take the steam out of the dollar now, before another round of beggar-thy-neighbor currency policies or the forces of protectionism gain momentum.



The Plaza Accord looks like a good model. With the aid of Japan, Germany, France and the U.K., the U.S. engineered a decline of the dollar far beyond their expectations. It took a while, but U.S. trade eventually returned to balance in 1991.



It is easy to look at the state of international policy coordination today and immediately dismiss the idea that other countries would cooperate with another Accord. But the early 1980s had not been a particularly cooperative period either, with the U.S. mostly antagonizing its partners in the G-5. Germany and Japan were exporting powers for whom appreciation was certain to hurt. The Plaza Accord was a major surprise at the time.



Several factors played into the unlikely success of the Accord. The threat of protectionism was probably the biggest. Congress was farther down that road in 1985, with several aggressive bills in play, than they are today. So rather than being content with weak currencies, the Germans had tried unilaterally to prop up the mark for several years prior. Likewise, the Japanese were arguably the most enthusiastic participants in the Plaza Accord.



The importance of consensus has been pointed out by Ted Truman of the Peterson Institute for International Economics and a senior official at the Fed in the 1980s. By early 1985 policymakers worldwide were concerned about a bubble in the dollar that might burst with damaging consequences.



Another key factor was how sharp of a policy change this represented for the dollar. The Reagan Treasury had carried out a stridently hands-off policy towards the dollar during the first term. Markets also assumed the Fed would go along by at least ceasing to raise interest rates.



The dynamics have changed, with new major economies and much weaker growth prospects, yet the experiment in policy coordination launched with the Plaza Accord still echoes loudly. Today's strong dollar has perhaps not gone far enough either to embolden protectionism or to galvanize resolve to act. When looking at likely differentials in growth and interest rates in the medium term, however, it is not hard to imagine the dollar rising further.



Perhaps the greatest reason to doubt that another Plaza Accord could happen comes from the lesson central banks learned from that period. The Accord's success inspired years of active currency management, which the Fed and the Bank of Japan came to believe disrupted their pursuit of domestic economic objectives.



To be consistent with domestic monetary objectives, an attempt to weaken the dollar today would require the ECB and Bank of Japan to be tightening interest rates, and the U.S. to be cutting. So if another Plaza Accord does come together, it would share one key element of success with thirty years ago. It would be a total surprise.

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Why Corporations Should Launch Their Own MBA Programs

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Innovation is an interesting concept. For many people it presupposes an "aha" or "eureka" moment in order for something new to have been created.

Others (wrongly) pronounce that innovation is a behaviour selectively developed and held by mainstream media stars such as Steve Jobs, Richard Branson or Mark Zuckerberg.

"They're so innovative," you read over and over again as if there was not a team of learned brains surrounding them to assist their final and often collaborative efforts. Of course there was the innovation disruption (eruption, one might argue) sparring match between Clayton Christensen and Jill Lepore in the summer of 2014 that proved the debate is far from being settled.

I've always been intrigued by the concept of innovation. Perhaps, in part, it is due to my personal fascination with Thomas Edison.

Now there was an innovator. His list of inventions was as long as the river Nile. Interestingly, if this electromechanician - what Edison was originally called - were alive today he would be the first to tell you his inventions were a team effort, not anything singular and certainly the polar opposite of any eureka-like moment.

Edison's Newark, New Jersey, Menlo Park working lab in the 1870s and 1880s reflected his appreciation for different-minded individuals working collaboratively on new, inventive technologies. His team of inventors was a working lab of innovation, building upon previous learning and past experiences.

Henry Ford -- famed creator of the Model T car -- further debunked the fallacies of the single inventor or the "eureka" moment. He once said:

I invented nothing new. I simply assembled into a car the discoveries of other men behind whom were centuries of work. Had I worked 50 or 10 or even five years before, I would have failed. So it is with every new thing. Progress happens when all the factors that make for it are ready, and then it's inevitable. To teach that a comparatively few men are responsible for the greatest forward steps of mankind is the worst kind of nonsense.


Innovation, therefore, is the origination of one from many.

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Scientific Or Business-like?

I ask now whether you believe higher education is any different. In particular, when corporations seek to use higher education to assist in the development of their employees, why is it that the way in which learning is developed and delivered by the university has remained the same since the days of Taylor and Sloan?

Why is an innovative and collaborative partnership model between higher education and corporations not becoming the norm for any sort of learning opportunity? Specifically, the potential for the "Corporate MBA" should not be thought of as negative. It should become an innovative norm, a collaborative working partnership.

According to Global Silicon Valley Advisors, a U.S. education consultancy, worldwide corporate and government spending on various forms of external learning and education is set to reach $449 billion this year and $524 billion in 2018.

With organizations spending millions each year sending employees to higher-education learning (including MBA programs) where the curriculum is independently designed by just a few faculty (and their myopic research tendencies) inside one institution's higher education firewall, does this equate to innovation or is it merely the wretched status quo of "this is how we've always done it?"

Indeed, the status quo lurks. In the May 2005 issue of Harvard Business Review, Warren Bennis and James O'Toole referred to the predicament of business schools and their lack of innovation by suggesting they were drawn to the vortex of "the scientific model." It was a warning.

It is clear to me a decade later that their call has been mostly unanswered. Business is not an academic discipline; rather it is a profession like law and medicine. As Bennis and O'Toole write:

The distinction between a profession and an academic discipline is crucial. In our view, no curricular reforms will work until the scientific model is replaced by a more appropriate model rooted in the special requirements of a profession.


PowerPoint And Logos

How does a corporation that is paying for the development of its employees -- and which outsources part of its employees' development to business schools -- truly benefit if it has no say in the definition or development of the pedagogy?

I am not referring to the concept of "tailoring the curriculum" or "customizing the content" either, where business school administrators replace corporate logos on PowerPoint slides and paper printouts of common curricula. Might the university learn from the sponsoring organization through its own business experiences and ideas? Might this involvement create a more innovative and successful program?

Another question to contemplate is whether the employee -- who is being financially sponsored by the organization -- will improve his or her own personal performance if the learning outcomes are misaligned to the mission, objectives and values of the paying organization.

If an organization, for example, decides to invest $2 million in its future leaders by enrolling a cohort of employees into a public MBA program at a business school, should said organization be held to the singular innovation and ideas of faculty members from that one university through their "scientific model" tendencies or aim to add value themselves?

Perhaps it might be appropriate for corporations to invest the time -- and more importantly, their innovative and experienced minds -- into the co-development of a higher-education program. Could this allow both institutions to to metaphorically replicate Edison's working lab of collaboration, ideas and innovation to achieve Bennis and O'Toole's moon shot of establishing the "business model" in business schools?

It is time universities and corporations got together and created their own Menlo Park of higher-education innovation, collaborating with one another to craft something very special for both parties. It is time for a new definition of eureka.

Magna Cum Latte

In the spring of 2014, Starbucks announced with great fanfare it was scrapping its existing employee tuition reimbursement program in favour of an exclusive partnership with Arizona State University.

Open to any of its 135,000 "partners" who work at least 20 hours per week, including part-timers, Starbucks offered to pay for a bachelor's degree. Fantastic, many claimed, though employees had to earn 21 credits from ASU's online programs first (and pay themselves) before reimbursement would happen toward the other 99 credits required for graduation.

What worried me most, however, was that the investment was allegedly being made by Starbucks without involvement by the company on how the degrees might benefit the organization, employees and the university itself in the long run.

Yes, it is an excellent example of corporate citizenship and a demonstrable illustration of improving employee engagement and the lives of its employees. The question remains whether Starbucks, ASU and employees missed an opportunity to build an innovative Edison-esque working lab to provide a truly innovative (and successful) higher-education program.

What If?

I happen to work at TELUS, a global telecommunications company headquartered in Vancouver, Canada, with $12 billion in revenues and millions of customer connections. Like countless other corporations worldwide, we are proud of the investment we make in our team members.

Since 2010, for example, TELUS has invested well over $200 million in various learning and development efforts for the 45,000-plus team members that are a part of our organization. When we work with external education partners, one of our steadfast rules of engagement is that the partnering educational institution must become immersed in our mission, objectives and leadership values.

In simpler terms, the education institution becomes one of us ... not the other way around. TELUS does not simply send its team members to external courses and hope for the best. On the contrary, we want the education institutions we collaborate with to be as engaged as possible with our corporate culture. We want them to act as if they might be TELUS team members themselves.

It is important for us to have a two-way, innovative partnership that benefits our team members, our objectives and the partnering institution. It most certainly is a working lab of innovation and an example of the Bennis and O'Toole business model not the scientific model.

In early 2014 we made the decision at TELUS to take our learning and development efforts one step further. Never one to believe in the status quo, we issued a request for proposals to 10 business schools across Canada for a new type of MBA: the TELUS Masters of Business Administration in Leadership and Strategy.

If we were going to invest thousands of additional dollars in our team members, why not do so in an Edison-like business model living lab, where both TELUS and the winning business school could co-create the final outcome, experiencing communitas along the way?

The winning institution -- University of Victoria's Peter B Gustavson School of Business, accredited by AACSB and EQUIS -- understood our vision and is now hard at work (with us in partnership) to develop a new corporate MBA.

The launch of the new degree, developed and delivered in partnership with TELUS, means there will soon be a new cadre of leaders with a unique mindset that allows them to see the world differently.

The first TELUS cohort is slated for October, 2015 and in 2016 we'll also begin offering this unique MBA to our corporate customers and partners.

Business As Unusual

TELUS is now in a friendly and collaborative partnership with the University of Victoria to develop something that will benefit our team members, our organization, our customers, our community and, of course, our partnering university.

The program is being co-developed by university faculty and TELUS team members, taught by both the University of Victoria and TELUS It utilizes face-to-face and virtual methodologies. Six residencies will be interspersed with virtual-based learning. Our CEO, Darren Entwistle, is fully engaged in the project, committed to being the Executive-in-Residence for the first residency.

It is definitely "business as unusual" but in the spirit of Edison, Ford, Bennis and O'Toole: isn't that what innovation should be about?

Eureka!

__________

Dan Pontefract is the author of FLAT ARMY: Creating a Connected and Engaged Organization and is Chief Envisioner at TELUS Transformation Office. His next book will publish May 10, 2016.

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Converting Excuses Into Learning Experiences

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In reviewing performance, actual versus budget results, or the accomplishments of a new project, when there is a deviation from the desired, i.e. when then there is mistake, people give you an explanation why it happened and believe they are off the hook.

I consider such explanations excuses: "Here is why it could not have been done..... Here are the reasons..... Sorry." Etc.

And you, as the leader, are left to either believe their explanation or if not, hold the person guilty of non-performance and find a way to punish or not reward the person(s).

All wrong. A problem, a mistake that we did not learn from will be repeated.

All deviations from the desired, all so called problems, should be invitations to learn.

So ask yourself the question:

What did we or I not do, either right or not at all, that caused the problem? How can we avoid having this problem repeat itself?

Do this exercise as a team project. You will be surprised how many good ideas will emerge and the more serious the problem was, the more valuable the results of the exercise will be.

In other words, instead of asking the question why we had the deviation, why the problem was born, which will cause people to give an explanation and thus excuses, ask for what reason did we have this problem, what can we learn from the problem so it does not get repeated? When you do that, the problem becomes an opportunity. For learning. For improving.

You do not learn from success. You learn from failures if you are willing to analyze where you went wrong, and why, and what can you do better next time.

Admitting you can do better next time, that you have learned from your past mistakes, takes courage. It also requires an organizational culture where mistakes are considered an opportunity for learning and not an opportunity for punishing.

Take an athlete. His or her goal is to shave ten seconds from his past record in a hundred yard dash.

They did not succeed; someone else won first place. What should a good coach do?

Scream and punish the athlete for not succeeding? (This is not as rare as it might seem. I know of a coach who actually went and hit the athlete for failing to get to first place).

A good coach would have videotaped the race and subsequently analyzed what can be learned from the experience. What his or her athlete should do better next time. That is how you improve.

Success is not how little you fall. It is how fast you get up. And how much you learned from falling so you do not repeat it.

In other words, it is OK to fail once and learn from it. Just do not repeat the same mistake again because, if you do, it means you did not learn from the first experience and now we wonder if you are capable of learning. And you are only as good as you are able to learn and improve.

In my hiring experience I look for people with experience. What does that mean?

They have had a lot of failures and came out of it winners. Not ones who had failures and remained failures. Those are the ones who did not learn.

Just thinking.

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Hiring Guru: Peter Lik -- Artist Through a Lens

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I'm honored to present you my interview with the wildly successful fine artist Peter Lik. Already a famous Master Photographer with a place secured in art history, last year Peter Lik Fine Art Photography sold the most expensive photograph ever, "Phantom" for world-record $6.5 million. His collectors are passionate and he rewards them and his fans with a Blog and constant interaction with his amazing life of adventure.

Peter stands as a testament to a career artist with a team of professionals forwarding his visionary artistry. He's hand-picked the core members and done so with passion and a system with attention to detail I applaud. As does his art, he has a unique perspective on hiring.

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To what degree do you keep your finger on the pulse of hiring for your ventures?

"Having the right team of Sales Associates and Gallery Directors representing my work has always been extremely important to me. In 2003, when I opened my first U.S. gallery in Hawaii, LIK LAHAINA, I was on the front lines - constantly working the gallery floor and assisting with potential collectors, while teaching my staff exactly how to create the right atmosphere of comfort and tranquility. I was so fortunate to have such a receptive and professional group of blokes to start things off with. That experience really got the ball rolling. That amazing team then trained the next new staff at LIK CAESARS in Vegas when it opened in 2005 and so on. Since then, we have developed a very effective hiring and training program that I am always updating to fit with my business model and needs as an artist and owner. I am always meeting with the heads of our national sales team and visit my galleries throughout the year to ensure our visitors and collectors are receiving the same level hospitality and care that I would expect myself."

How important is it to keep personally connected to the process of adding new talent/personnel to your team?

"It is more important now than ever before. As we continue to grow, break sales records, and add new galleries and products to our slate the stakes become a bit higher - I have never been more concerned with quality of personnel representing my art. Right after the record sale of Phantom was verified by McGladrey LLP, Las Vegas, Nevada, we started receiving a large amount of applications and resumes for sales candidates. However, it is important that we discern between candidates looking for a quick payday and those who actually enjoy the challenges of the business. That is why we have recently divided our Director of Sales position into three regional positions. Having three directors responsible for 14 galleries makes managing and hiring so much easier, swifter and more efficient. All final hires undergo a lengthy vetting and training process before they officially step onto a gallery floor. Over the course of roughly 12 years, we have truly cultivated an incredible sales team that I have tremendous trust and faith in."

Do you have any hard-fast rules that are followed in your own selection of team members or those who will be working close with you? 

"The most important thing is an appreciation for the beautiful world around us and to have a passion about the product they are selling. If a potential sales associate or creative staff member shares a passion for Mother Nature, particularly through the camera lens, then they are off to a good start. Without that characteristic, how could I expect someone to enthusiastically participate in our program? Of course, professionalism, intelligence, experience, and skill are all factors that need to be considered as well."

What do you look for in an employee selling your art?

"I definitely look for a sense of passion in landscape photography; I look for an understanding of how precious this planet is and how beautiful Mother Nature has made it. That is a great starting point for my employees. Communication is also key. My employees need to be able to connect with anyone who steps foot in the gallery door - not an easy skill to acquire."

Do you have an anecdote or philosophy to share that comes to mind that would sum up your thoughts about hiring?

"Someone that has a positive attitude and an eagerness to learn will clearly make the best candidate, even if they have hardly any experience; you can teach them and mold them into the team member you need them to be. On the other hand, someone with tons of experience can tend to be a bit close-minded when it comes to new sales approaches or working styles, and you gotta watch out for those signs early on in the hiring process. If somehow you've found a very experienced professional with a positive attitude and a completely open mind - that is as close to perfection as you will get. Hire them!"

Best interview question you've used?

"Good question. It's actually a topic that always comes up at our Annual Director Conference - we're always discussing innovative ways to conduct in-depth interviews. A great tactic that I have used is asking a potential hire to describe for me one of my photographs - as if I am a client. You really get a sense of their understanding of both photography and the beauty of nature. You get to see how they communicate and what attitude they display. Essentially, I want them to try and sell me."

Interesting how this so beautifully aligns with Truth 5: Creative Questions Get the Answers You Really Want from my book The Naked Interview: Hiring Without Regret. Peter is adding an element which requires the candidate to reveal an authenticity of who they really are.


What has driven you in building such success as an artist?

"My drive is my love for what I do. For over 30 years, I have spent every single day capturing the beauty of Mother Nature and I can't imagine ever doing anything else. Challenging myself by growing my business just helps to ensure I can keep doing what I do best - and in the ways I see fit. It seems like just yesterday I was choosing between gas for my beat up van and a meal. Now, through the success of LIK USA, I am flying to Europe, Asia and other far off spots that I once only dreamed of shooting. My passion and dedication to the art form are qualities that have helped me push the boundaries of fine art photography and create my own reality."

How did you first decide to open your own galleries?

"In 1999, after almost 20 years of obsessively shooting everything I could, I knew I needed to take my career to the next level. I had already been to the States, where I'd learned about the panoramic format camera and my work was stronger than ever. A buzz had started to grow around me in my hometown of Queensland, Australia and I was able to get the support I needed to get my first gallery going. It was an instant success and it proved I could have locations that sold my work exclusively - as opposed to traditional galleries that sell works by multiple artists. My sights quickly turned to America, where I had already spent so much time and had absolutely fallen in love with the landscape. Through hard work and persistence, I was able to get the same love and support in The States that I had received in Australia. Fourteen galleries later and we're still going strong - I almost can't believe it. I'm extremely grateful."

In those galleries, did you hire the first employees?

"I WAS the first employee! As I mentioned earlier, LIK LAHAINA, was a great learning experience. I put the entire team together myself and it served as a preliminary model for all future endeavors. We all worked on the gallery floor together and created a strong foundation. If I hadn't been the one to set the initial tone of this adventure in fine art photography, things could have gone way off course."

If you had to start again, would you hire in the same manner?

"Absolutely. Our hiring system has evolved into a well-oiled machine. We have kept an open mind the whole way and adapted as necessary. Wouldn't change a thing!"

Interview by David Jensen for The Huffington Post

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Volkswagen: From Star Pupil to Con-Artist

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MUNICH -- Only days ago the German car company was the envy of the auto industry. In July, VW surpassed Toyota to become the world's largest automaker. And just last week they adorned the International Trade Fair for Mobility (IAA) in Frankfurt with glossy new models.

That's all forgotten. Now the media is inundated with talk of VW's dirty diesel engines. Manipulation. Fraud. And worse still, talk that the German government may have been aware of such fraudulent practices.

What we are witnessing is nothing less than one of the biggest economic scandals in German history.

This affair has not only caused Germany's greatest industry to falter -- it has also tarnished the image of our economy. Reliability, credibility -- once the core attributes of our automotive industry -- seem implausible in the backdrop of this scandal. As implausible as CEO Martin Winterkorn clinging to his title.

Rightly, the whole world scoffs at this former powerhouse automaker with the hashtag #dieselgate: From flagship company to con-artist -- such deceit and downfall are normally reserved to the banking industry.

Stunned, we examine the facts, which come to light in snippets. Eleven million vehicles were tampered with, which means an intentional system must have been installed to execute fraud on such a massive scale.

However, the shock of this diesel affair in the auto-industry only reinforces a trend that has slowly been gaining momentum. In a few years, we will look back and see that the German automotive industry has, just now, passed its zenith.

People in Western markets are buying fewer cars. Many emerging countries are in financial straits. And, the car is increasingly losing its value as a status symbol.

At the same time, companies like Apple and Google are entering the market. In fact, just yesterday Apple revealed their intentions to enter the market sooner than expected.

The champions of electric and hybrid motors are already companies based in Asia; companies such as Chinese manufacturer BYD, or Toyota in Japan.

Of course, the traditional producers and distributors laugh and quip about the emerging competition from Tesla, Apple and Google. Perhaps Nokia's managers laughed at Apple's first iPhone; today they are no longer relevant.

Apple has already shown that they have the ability to turn an entire industry upside-down. There is a high probability that they'll do it again.

Maybe, in a few years time, we'll look back and realize that the current VW scandal has not simply rattled the German automotive industry, but accelerated its decline.


This post first appeared on HuffPost Germany and was translated into English.

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Subsidized Gulf Airlines' Impact on U.S. Cities and Our Airline Network

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Six months into the trade dispute between the massively subsidized Gulf airlines - Emirates, Etihad Airways, and Qatar Airways - and U.S. network carriers, the tactics of the two sides have become familiar. American Airlines, Delta Air Lines, United Airlines, and their labor union partners have marshaled a mountain of evidence, persuasive data, and arguments to prove that the Gulf trio's enormous expansion into the U.S. market violates the Open Skies agreements between the U.S. and the United Arab Emirates (UAE) and Qatar. On the other side, the Gulf three keep repeating the same falsehoods, on the familiar but cynical belief that if you keep repeating fibs people will begin to believe them.

One of the biggest lollapaloozas they've thrown into this debate is that this subsidized growth has been an unalloyed good, with no counter-impact. Last month, Emirates argued that U.S. carriers "suffer no loss at all - they are actually growing their business." Anyone reasonably conversant with the laws of commerce understands that in such situations there will be gainers and losers. The Gulf airlines have deliberately omitted a key fact: their gain has been offset by U.S. airline traffic loss, causing significant harm to U.S. network airlines, jeopardizing thousands of the middle-class U.S. jobs they provide, and threatening service to small- and medium-sized American cities.

Numerous seasoned airline observers have explained this in recent months. MIT Professor William Swelbar, at that school's International Center for Air Transportation, and one of the clearest and most credible experts on the airline industry, wrote in July that "[T]he onboard traffic of the Gulf carriers' flights is largely made up of traffic that is diverted away from U.S. carrier flights and those of their alliance partners, as well as other non-Gulf foreign carriers."

More recently, the economics consulting firm Compass Lexecon undertook a study of the impact of Emirates, Etihad, and Qatar Airways expansion on four markets, Washington, D.C., Boston, Dallas/Fort Worth and Seattle. They chose these markets because Emirates specifically cited them in their filing to the U.S. Department of Transportation; the Compass Lexecon study was included in an August filing made by the Partnership for Open & Fair Skies to the U.S. government. Far from growing in these cities, in the wake of Emirates' entry, bookings on U.S. carriers and their joint venture partners dropped an average of 14.3 percent in Washington, D.C., 10.8 percent in Boston, 7.6 percent in Dallas/Fort Worth, and 21.4 percent in Seattle.

Veteran aviation journalist Ted Reed, another highly credible voice, summarized the Compass Lexecon research for an article in The Street. Here's a quick look at U.S. carrier and European partner booking declines from Seattle to cities in India - one of the most important Asian destinations for connecting passengers - following Emirates' service launch:

Hyderabad -63%
Chennai -43%
Bangalore -36%
Mumbai -26%
Delhi -19%

This will only get worse - Emirates recently doubled Seattle capacity, to 626 daily seats, with a second daily nonstop to Dubai.

Understanding Network Effects

Washington, Boston, Dallas/Fort Worth and Seattle are important markets, but they are just the tip of the iceberg. The U.S. airline system is an interdependent network: erosion of key parts affects the whole. On a typical American, Delta or United overseas flight, more than half the customers connect from or to a domestic U.S. flight. Thus, as the international network is squeezed by unfair competition from the Gulf three, the domestic network will shrink, too.

And it's important to understand that network change in hub and spoke systems is exponential and not linear, both for growth and for decline. This means that a reduction from 10 flights to 7 drives an overall network decrease much greater than 30%. If, for example, subsidized Gulf growth forced Delta to drop an Atlanta to Europe flight (which in turn "fed" Air France or KLM flights to places in the Middle East, Asia, or Africa), there would be follow-on impacts on domestic flights to and from Atlanta. This is a key reason why airport and civic leaders in small and medium-sized U.S. cities like Minneapolis/St. Paul, New Orleans, Columbia, SC, Corpus Christi and dozens more have filed comments opposing the unbridled growth of the Gulf trio. In short, we're all connected, and these subsidized players are threatening to disconnect us.

These reports and studies buttress the case that Emirates, Etihad Airways and Qatar Airways and their government owners are trying to tear apart the foundations of Open Skies - fair competition in an unrestricted marketplace - by using wheelbarrows of cash from state treasuries. It's time for the Obama administration to take action.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.











How Carly's CEO Style Helped Her Win the Republican Debate

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A record number of viewers tuned into last week's Republican debate. While prior to the latest contest Donald Trump had steadily held a significant lead, many pundits agree that after an intense three-hour match, former Hewlett-Packard CEO Carly Fiorina dominated the floor, emerging as the number-two candidate not far behind Trump. According to CNN, Fiorina's support rating climbed to 15 percent--12 percentage points higher than in early September. Meanwhile, Trump saw a substantial decrease in support post-debate, losing 8 percentage points from earlier in the month and weighing in at just 24 percent.

With less than 10 percentage points now separating Fiorina from the Republican frontrunner, the question everyone wants answered is: what is Fiorina's secret sauce that enabled her to climb the charts so dramatically and so quickly? Fiorina demonstrated multi-dimensional layers of leadership presence--cultivated from her over five years as chief executive of one of the largest IT companies in the Fortune 500--offering viewers a glimpse of her CEO style as well as substance.

Her style was visible through her executive poise, standing tall with a sense of calm control in an electric blue suit. She was clear and succinct in her delivery and impeccable in her time management, overrunning the timing bell only once throughout the debate. Fiorina's style also involved rising above the fray as needed, avoiding the types of direct aggressive attacks that Trump has used throughout the campaign when she knew such attacks would not serve her.

Her substance was demonstrated by her tough, calculated demeanor, calling out Trump for his lack of a policy plan and in contrast inserting her own short list of actions she would take to build up America's military presence. She spoke confidently and firmly about the logistics of her plan, outlining clear action steps. When tested, as she was frequently during the debate, she never wavered--even when challenged about her past performance as CEO at HP and comments about her physical appearance.

What else seemed potentially presidential about Fiorina? Balanced with her firmness and "ready to fight" demeanor, she displayed a clear sense of compassion and emotion that made it easy for potential voters to connect with her, sharing her personal story of having to bury her stepdaughter who died of drug addiction. She also achieved voter empathy by calling out the American Dream, inspiring others with her story of starting her career as a secretary and rising to CEO, proving that anything is possible in our country.

Lastly, Fiorina's messaging was strong, such as when she highlighted the fact that women are not a "special interest" group: "Women are the majority of this nation," she said. "We are half the potential of this nation, and this nation will be better off when every woman has the opportunity to live the life she chooses."

Regardless of your political affiliation, no one can deny that Fiorina is a fighter, and that her stance and style demonstrate the attributes of a strong and capable leader. The American public is looking for a leader with the power to bring not just toughness but also a human side to the table--and for this debate, Fiorina did just that. As the 2016 presidential race heats up, she's definitely one to watch.

Who do you think won last week's Republican debate? I welcome your comments to this post.

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Understanding the Value of Being on Page 1

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Location. Location. Location.

Anyone who's ever bought a home or spent more than a minute watching HGTV knows this is the first, second and third rule of real estate. In the realm of Internet search engines like Google, this rule is no different. A website located on the top of Page 1 of Google is an oceanfront villa; a website located anywhere else is an aging colonial on the side of a busy freeway.

The value of being located on Page 1 has always been implicitly understood by most businesses, but the extent to which it can affect their bottom line is even more pronounced than many realize. Take a look at the most recent available data about Google search results and you'll see why.

Page 1 - 1st Position: 32.5 percent of traffic
Page 1 - 2nd Position: 17.6 percent of traffic
Page 1 - 3rd Position: 11.4 percent of traffic
Page 1 - 4th Position: 8.1 percent of traffic
Page 1 - 5th Position: 6.1 percent of traffic
Page 1 - 6th Position: 4.4 percent of traffic
Page 1 - 7th Position: 3.5 percent of traffic
Page 1 - 8th Position: 3.1 percent of traffic
Page 1 - 9th Position: 2.6 percent of traffic
Page 1 - 10th Position: 2.4 percent of traffic

Study those numbers for a second, because they are quite staggering. The top three results of any given search page generates a whopping 61.5 percent of the traffic. Every other slot COMBINED competes for the other 39.5 percent. Remember, trillions of Google searches were made in 2014, and the number of searches is destined to rise with the influx and prominence of more and more smart devices.

So, what does this mean for your business?

In blunt terms, it means your search ranking might be the difference between doubling your business and filing for bankruptcy. Say you manage a health clinic. If your business ranks in the top position for "24/7 Urgent Care," there's a 32.5 percent chance that every consumer who searches this term will browse your page. While not each of these consumers will patronize your business, you will have significantly better chance of winning it than your competitors.

The importance of a top ranking is even more stark for businesses that rely on eCommerce. In this new age of Internet shopping, some consumers eschew the prudence of traditional shopping for the expediency of impulsive Internet buying. In other words, some consumers are giving your competitors their business without even giving you a chance to show them what you have to offer.

The rules of the Internet aren't always fair, but there are ways to bend them in your favor. A few minor changes can significantly improve the "search-ability" of your website and elevate your ranking for contextually-relevant search terms.

The digital marketing experts at Rebuild Nation understand Google's ever evolving algorithm and can optimize your website and SEO so that your business' online presence increases its reach. If you have questions about your website's reach, and why your site ranks where it ranks on Google, reach out to Rebuild Nation at info@rebuildnation.com or call 855-725-3628.

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Market Your Startup Online For Less Than $20 a Week

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Just started your business on a very limited budget? Like many small businesses, marketing your business can be a very expensive task. Launching a startup is an exciting endeavor but the reality is you need marketing to get the ball rolling. Otherwise, your new business will fail to gain any traction in the early stages.

How a business is marketed plays a major role in everything from how the brand is perceived to its success. Companies like Apple, Google, and Coca-Cola are some of the top brands in the world with billions of dollars in market value. But they certainly didn't get there overnight. These brands took decades before they were able to reach that point. Even the biggest companies in the world began as startups.

So, as a small startup, what can you do to market your business when you have a limited budget? Here are some online marketing strategies you can get started with for less than $20 a week to start bringing in sales:

1. Bing Ads
Google is by far the most popular search engine in the world. But advertising on AdWords can cost several dollars a click depending on the keywords you bid on. Not a very practical or affordable option for most startups.

Bing is often left as an afterthought but it can be a great source of targeted traffic for much less. In fact, advertising on Bing is 33.5% cheaper in terms of cost per click compared to AdWords. Less competition also means better ad positions.

A smaller marketing budget can actually result in greater efficiency. When paid traffic is not resulting in sales, you need to figure out why. It forces you to carefully analyze key metrics such as click through rate and conversions. Even a small budget of a dollar a day can lead steady targeted traffic that translates to sales.

2. Facebook Advertising
Facebook is the largest social medial network in the world with over a billion active users.

This platform represents a huge opportunity to reach practically any demographic at a fraction of the cost. Compared to other advertising mediums (e.g. newspapers, magazines, radio, etc.), Facebook is extremely cost effective with an average of $0.25 per 1,000 impressions. The minimum ad spend is one dollar a day which potentially puts your startup in front of 4,000 people.

Facebook is a massively powerful platform for any startup. Advertising to promote your posts ensures you get even more exposure and recognition for your brand. Similar to Bing Ads, you can specify targeting options based on certain demographics. This lets you reach more of your target market and increase the effectiveness of your ads.

3. Retargeting
Most online visitors leave without ever converting; but, what if you could bring them back to your site?

Retargeting lets you do exactly that and the way it works is rather straightforward. A tracking tag on your site places an anonymous cookie in the browser for previous visitors. Your ads then appear on other sites they visit. Retargeting is extremely powerful as it allows you to stay connected with your audience and increases brand exposure.

AdRoll is one of the largest retargeting platforms and works with a vast majority of advertising partners such as Facebook, Twitter, Google, Yahoo, and Microsoft. It even offers more advanced targeting option based on specific actions. You can easily get started with a retargeting campaign for less than a dollar a day and eventually increase your spending as your budget allows.

Start Slow
Between Facebook Advertising, Bing Ads, and retargeting, you can expect to spend a few dollars a day. The effectiveness of your campaigns ultimately depends on a number of factors. But for less than $20 a week, you get great value for your money and a potential return on your investment. Once your startup begins generating results, you can gradually ramp up your ad spending and invest in other online marketing channels.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.











How To Get Burned On Shark Tank And Still Rake In $4.5M

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Sounds simple enough.

Two entrepreneurs, brothers Rodolfo and Alexis Saccoman, start a new business. Full of fire and energy, they create a new way to learn about yourself and call it My Therapy Journal.

It worked. But they lacked the money to scale it.

Then one day, Alexis says:

"Rodolfo, there's this crazy show on TV. You know what? How about we apply and see if we can win it?"

And so they applied to Shark Tank in 2009.

How did it turn out? Not as they hoped: they reached their promised land, but it wasn't exactly green and pleasant.

The upshot? It set Rodolfo on a path to discover his real passion.

Strange victory

Eight thousand other companies applied, which were whittled down to about sixty. Of those, twelve got on TV. Thankfully, the Saccoman brothers were in there.

On air, their nerves ran high. Millions of people would see this. Tough questions from elite investors. All-out win or lose. But the brothers were well-prepared and stood firm under fire.

Result? They won an $80k investment for 51% of their company.

The problem? Months later, they had one single call with their supposed investors' team. And then what? During my Skype call with Rodolfo, he told me:

"That was that. There was no follow-up. Just nothing."

Ouch. They never received a cent. Did they fight their way to the top of Mount Everest for zilch?

Hold on though. Successful entrepreneurs don't just quit: they're resilient. Saccoman points out the need to regenerate and let go.

"Back in the day, you had to have thick skin. But nowadays, I think you need to have regenerative skin. So every night, you shed and the next morning you have fresh skin. You're ready to go."

And they did. Even though Shark Tank netted them zero investment, they felt the power of prime-time TV. Avalanche-style. With 15 million people tuned in, Rodolfo and Alexis watched the subscriptions to their service just roll in. Hundreds of them. Think of it: actual customers and revenue. Way better than investment dollars, right?

Their company thrived and grew. But Rodolfo had new things in mind.

Your lesson? When you encounter roadblocks, promise me one thing: you stay in the fight.

New horizons

"Nothing's really easy. You have to be a gladiator."

While in charge of advertising at The Breakers, a luxury resort in Palm Beach, Saccoman drove around looking for billboard space to buy. Turns out, it's a frustrating, haphazard, time-consuming process. Huge hassle.

"The way to do it is that you had to drive in your car with a pen and paper. And as you're driving, you would go and say, 'Oh, I like the location of this one. It's at exit 56.' And then you write it down."

"I came back to the office and I said, 'Man, that's ridiculous. How can in today's time, in 2010, people buy advertising in that fashion?' And it's a big industry: a $7B industry in the US."

And so he stumbled on the premise for <AdMobilize, his next company. How? By drilling down on a problem he himself had. He asked a clear question:

"How can I connect online intelligence to the world of physical advertising?"

Whoa -- slow down. What tends to happen when an entrepreneur conjures up a possible solution to a tough problem? They go off and just build the full thing. The whole kit and caboodle.

Saccoman didn't.

He did himself a favor and figured out a way to test his ideas, quick and cheap. Built a small iPad app to turn the device into a digital display. Then he convinced advertisers to pay his people to literally carry iPads around.

Clever testing

"So then any person with an iPad could become a moving billboard and get paid for the periods that they were advertising."

And yes: if you get paid to just walk around with an overkill billboard all day, you won't get far. The point? He found a clever way to start manually and prove his concept quickly. No need to hire coders and build stuff for 10 months in a cave. This early on, scale doesn't matter.

Try and apply this to your own business. Do you have a great idea on how to solve the pain of your customers? Very good. Now: can you follow Saccoman's footsteps and get cheap, fast, accurate validation on it? Figure this out and you'll charge ahead, building stuff your customers want.

Sounds good. But is that all? Far from it. They had the iPad cameras take pictures, geeked around with the data, then told advertisers how many people saw their ads.

"So the concept was: Google Analytics for offline."

Key point: he started with a clear observation on a problem he himself tangled with, added a small, smart innovation, did careful testing and boom! Stumbled on a big idea that works.

And now? AdMobilize won $4.5M in investment, created a team of 35 employees spread in offices around the world, powered by a board of advisors which includes Mok Oh (former Chief Scientist at PayPal), Kurt Holstein (founder of Rosetta Digital, sold for $575M), Nabyl Charania (CEO of Rokk3r Labs) and more. An elite Internet of Things company.

Saccoman took a long shot, fought hard, hit a brick wall, didn't get discouraged, kept going...and then hit upon success on something far greater. My advice? Learn and absorb this mindset. Burn it into your skull.

Hi, I'm Harry--a fellow entrepreneur. Keen to help you discover customers you'd love to serve. Let's connect.

-- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.











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