In “Emotional Branding,” one of the keynote presentations my clients request most often, I draw on my experience as a brand consultant to demonstrate that, rather than only touting features and benefits, messages that also engage the emotions foster greater returns on investment in communication. (For background, check out this blog on emotional branding and critical thinking; you can also view this video clip from my “Emotional Selling” presentation.) Essentially, to build brand loyalty in today’s corporate environment, it’s vital to humanize brands and businesses. Successful market players today develop corporate culture and personality that jives with that of their target publics in believable, consistent and easily-accessible ways. Smart messaging about a truly useful product or honest, professional service helps sow the seeds of brand loyalty, as any brand consultant will advise. But with the explosion in platforms and possibilities that populate the modern mediascape, how does a product or producer get the right word out to the right subpublics, and in a way that builds loyalty? How does a brand interactively tap emotional branding? When Facebookers Make Faces, And Why Brands that understand the modern market have already established social media presences on predominant platforms like Facebook, Twitter and Instagram, on the advice of savvy brand consultants. Indeed, millennial consumers are not only driven by social media, they’re connected at the hip to it—and to communities of like minds who gather around ideas, concerns and causes in cyberspace. They are also connected to the brands that integrate into those conversations. According to StackCommerce Insider, American adults spent a 2015 average of 5.6 hours a day online, of which at least 3 on social network sites. PCWorld reports that 68% of these adults also have smartphones. Factor in the fact that these statistics do not begin to address social networking among minors and teens, and the formula is clear: leveraging social media to create brand loyalty is a crucial component of any successful market communication strategy today. Yes, social media marketing works, but only if you work it. A study by Zuberance shows that brand advocates drive 18% more real traffic and 33% more actual sales than do regular customers. But just having a Facebook page, for example, is by no means sufficient. That page needs engaging content to spur active interest, if it’s to attract new potential consumers and/or build enthusiasm among present ones. Brand consultants across industries concur that strong social media management—the kind that produces real results—involves complex, comprehensive, long-term strategizing that accommodates target subpublics where they cybernetically are, and in ways that are convenient to their online and real-time lifestyles. Nevertheless, to build brand loyalty, any successful social marketing strategy pivots on monitoring and responding to social media activity, carefully curating content, and demonstrating an engaged, conscientious presence. Speak Up When Spoken To More than for any previous generations of consumers, instant gratification is indeed the order of the online day. 42% of those customers who engage a brand on social media expect a response within an hour of comment or query, and 32% give a brand only 30 minutes before expecting a reply. While seeming insistent and impatient, perhaps even impetuous, these often millennial cyber chatters also excel at building loyalty for their preferred products and services. Data from NM Incite shows that a whopping 71% of those customers who get a timely, attentive answer from a brand they engage online are likely to recommend said brand, compared with a scant 19% of those who do not. Care What They Share, And Where Prompt personal attention pays, as does providing engaging content that speaks to those shared interests beyond the sale, or even the selling points. Instant gratification is an emotionally-triggered response; millennial consumers respond to emotional branding precisely because it engages them in an immediately-felt way, and in an online environment where they can easily (over)share that reaction with others (as is the current trend). Let Loyalists Create Content With You Furthermore, comments, contests and the like that invite users to create content can generate yet more likes, shares and conversations. User-inspired topics and posts tend to speak more from, and to, the emotional space that brand loyalists share, and the brand actively and honestly participates in these exchanges. In this kind of managed yet authentic cyberspace, brand advocacy can quickly grow and thrive across platforms and subpublics. The short story is that value-adding brand presence with longevity and momentum online neither establishes nor maintains itself. Brands with solid followings and broad, visible presence across the social media platforms that their customers use are those brands that engage both themselves and their consumers to create a space online where the brand shares in the emotional life of its advocates through interactive exchange. To delve further into brand loyalty building through social media marketing in a presentation for your business, contact Scott Deming.

One of the most overlooked quality traits in leadership is the ability to question everything. As professionals, many of us have the tendency to become complacent when we reach plateaus, but strong leaders know that success depends on constant progression. Those in leadership development roles should consider these attributes and skills shared by great leaders.   Are We There Yet? Are you asking the tough questions? As a leader, you should be asking the immortal question of every child in the backseat on a family vacation: are we there yet? A good leader takes a holistic approach to their company, never settles, and always asks questions. Why are we spending resources there? Are we giving our customers everything they want? Why are we not exploring this market? Why is this process working so well? One of the key skills necessary for leadership development is the ability to step back and take a look at the big picture. Staying Skeptical of Success Asking why a company’s profit margins are declining is easy, but asking why some aspect of your company is working well requires leadership. Questioning even the most successful aspects of your business means that you might be able to learn and apply these successes to other aspects of your business. A great leader asks the questions that people haven’t thought to ask, or that they are possibly even afraid to ask. Creating a Climate of Diversity It may take a leader to build a company, but it takes a visionary to surround themselves with people who will challenge them to think. Some people in leadership development can be uncomfortable when their ideas are challenged, but dissenting ideas are one of the most sure-fire ways to foster innovation. Many individuals in leadership roles fail to lead because they refuse to listen to the people who work with or under them. Placing your finger on the pulse of a company is absolutely essential for success. Don’t Stop Thinking About Tomorrow Just because your business is doing well today doesn’t mean that you should stop planning. A great leader constantly wonders what is beyond the next mountain, and urges his employees on. One of the most important lessons I can impart to those in leadership development roles is to stay thirsty for innovation; staying professionally curious increases outward growth and inward development.

There are, essentially, two different types of fishing: One way, you cast a net into the sea, pull it in, and sift through the contents for what you want. Or, you can understand the habit, habitat, and preferences of your desired catch, and tailor your efforts accordingly. Finding the right employee is no different. You can cast your net into the myriad search sites and sift through what comes back, hoping for something good. Or, you can be a true angler, and tailor your recruiting strategies for employees who last. With a targeted approach and new-hire business training, you can build a talented workforce and avoid countless interviews and counterproductive turnover. Don’t Wait for Them to Come to You It’s 2 PM on a Thursday, do you know where the top talent is? At work! These people aren’t looking for a job, but if the right one came along they might be inclined to make a move. They’re called passive candidates, and they are a source of talent you’re likely missing if you’re relying solely on job posting boards. If they’re moving from similar companies, they may already have relevant business training. Let Them Learn From the Best, YOU! A company’s culture starts at the top and moves down. Leadership, good or bad, sets the tone for the entire enterprise. But company leadership also has to be connected with the staff, including and especially new hires, to have their good habits rub off. Try incorporating a mentor/mentee system into your employee training and development, even for the first month or two of employment. Provide constructive feedback early and often, to make it clear how things are supposed to get done in a company that’s top notch. Try Homegrown Taking the mentor system a few steps farther, you might consider partnering with universities or even high schools to develop talent and forge relationships at a young age. With an internship program, you can identify top candidates before they enter the job market. Better yet, you can begin employee training and development before the candidate receives an employee’s wages. The ones who make it as full hires will already be well versed in office standards and expectations, minimizing the learning curve and maximizing payroll efficiency. Scott Deming is an experienced businessman and consultant who can help you hire the right people. Contact Scott Deming today

Middle management doesn’t get its due. It’s often not thought about at all, and when it is it’s because businesses are looking to cut back. Many businesses incorrectly assume that they can become more nimble by eliminating links in the chain of command. But there’s a lot of value in maintaining a solid corps of middle managers. In fact, having go-betweens for staff and senior management can improve company communication and leadership development. Middle managers are a valuable asset; a better understanding of the traits of top middle managers can improve your business. Top-Down Strategy Senior management sets the agenda of the organization, the long-term strategy, implemented through techniques learned in business school or management training. The employees ultimately implement the strategies, but long-term plans are often just a gloss on most people’s day to day. Middle management helps communicate strategy and allocate resources to meet goals, working as the practical implementers of corporate strategy. Bottom-Up Innovation Just as middle managers can help convey the strategy of senior management to employees, they can also be a conduit for innovation from employees. In 1974, 3M company started its “15 percent” program where employees could do pretty much whatever they wanted. One employee, Art Fry, developed a sticky bookmark for his church choir hymnal. That bookmark was the original Post-It Note, a product that has since sold in the billions. Gmail came about through a very similar project at Google. Even with small improvements, employees often know best how to increase output. Without middle management, however, they are often cut off from those who can implement their ideas. Broken Ladder People leave jobs; they stick around for careers. If you remove a rung in the career ladder, you’ve made it much more difficult for talent to advance. This removal has two negative corollaries. First, if you lose a member of your senior management team, you have to either hire laterally and deal with the lag of onboarding new management. Or, you can hire vertically and take a gamble on an employee who hasn’t had the benefit of middle management training. Second, you’ve given employees a much narrower path to promotion, discouraging extra effort with the long odds. Keeping the career ladder in place, and making better use of every rung, is a better choice. Scott Deming is an experienced businessman, motivational speaker, and management consultant. To improve the connectivity between your organizations, contact Scott Deming today.

Having a frank conversation with employees about performance can be uncomfortable for many managers, but you owe it to people on your team to share constructive feedback. Given correctly, both negative and positive messages can have a positive impact on employee performance and a company in general. Instead of fearing discomfort or a negative reaction, learn how to evaluate performance honestly. Check Yourself First Before having a conversation, especially one that involves criticism, take stock of your own attitude and feelings. This can be especially important if you’re dealing with an underperforming employee or one who has made an error that needs to be addressed. If you’re feeling frustrated or angry, work through these feelings first before you begin a conversation. Be ready to focus on facts without including feelings in the conversation. Choose words carefully to avoid blame and shame. Instead, be tactful and candid to deliver a straightforward message. Create a Tone of Problem Solving When you approach feedback with an open attitude that demonstrates problem solving, even criticism is often received more positively. Having a two-way conversation that invites sharing of information often gives you insight about a situation that you may not have known. Even your word choices can set a positive tone. Instead of phrases such as, “You always…” and “You shouldn’t…” implement inclusive language that communicates encouragement. Try saying, “What if we…” or “What do you think about…” After exploring a situation, turn the focus to a positive solution that benefits everyone. Fixing a flawed process or providing additional training are two examples of positive ways to address a problem and move forward positively. Timeliness is Important When something happens that requires constructive feedback, don’t wait to share it. Do take the time to check your own emotions, but once you’re calm and ready to talk, find a private place and time to chat. Exploring a situation when it’s still fresh in everyone’s minds is productive, and it also allows you to put the issue to rest once you discuss it. Don’t Forget the Positive While resolving negative situations and feedback is part of the managerial job, there are many times when your job also involves passing along kudos and compliments. Don’t pass up the opportunity to tell your employees when they have done a good job or gone the extra mile. Positive feedback is extremely effective for motivation and morale. When you approach any situation constructively, employees will be more likely to hear your message and respond positively. Scott Deming is an experienced businessman, motivational speaker, and management consultant. To improve the connectivity between your organizations, contact Scott Deming today.

From the Board of Directors to corporate performance, from planning into the future to leadership development and more, a Chief Executive Officer is motivated by numerous forces. Among them is working closely with executives who grasp his or her priorities and how to act upon them. Recently, some leading consulting firms conducted surveys with numerous CEOs who discussed their major priorities. Here are six of the those most commonly shared: Growing the Company Most of the CEOs surveyed cited corporate growth as their top priority—even more important than cost efficiencies. Growth included new products, services, new business models, deeper customer relationships, geographic expansion, and a long-term strategy of innovation. While traditional growth strategies are paramount, many see inorganic and novel growth strategies more appealing and will continue to explore them in the future.  Taking on Risk Because of competition from traditional competitors and new arrivals in the marketplace, CEOs believe they must be ready to take on more risk in forging new avenues into the regions and areas of new products and services. In increasing areas of leadership development, the thinking is that standing still means greater risk than that associated with change. Changes in Regulation Dealing with corporate tax rates and environmental regulations are major concerns. Regulations affecting global economic growth are followed closely by the over-regulation of more diverse global boards and requirements. Continuing changes in regulation and legislation, in particular, frustrates healthcare CEOs. Influence of Global Culture on Hiring, Currencies Hiring the right people is paramount, especially during times of growth or change when a company must hire in large numbers. Finding talent and developing it through executive training, diversity, and cultural differences, are priorities. Should a problem arise in this global culture, it can be magnified overnight via social media. Operating in a fast-paced global marketplace often brings currency issues. Global economies can be volatile, with different currencies rising and falling. If a company sells in 75 countries and manufactures in five, currency issues are sure to arise. Impact of Technology Social, cloud and mobile technologies have the greatest impact on companies. Analytics and data technologies generate invaluable information regarding research, decision-making, and leadership development. Innovative technology determines ever-improving ways to deliver cost-effective products and services conveniently while expanding markets and customer information. The Pursuit of Innovation Transformational innovation within their companies is a high priority, and almost 60 percent of the CEOs surveyed prefer disruptive innovation when rivals new to the marketplace can threaten existing business models. Instead of incrementally upgrading current products and services, they’re reinventing them with an emphasis on experimentation and agility. Special thanks to Bernard Spragg. NZ for the image.

It’s impossible to overestimate the importance of personal psychology for a CEO. Running a business and managing employees can be incredibly taxing, both physically and emotionally. Because the brunt of the responsibility stops at your feet, it’s essential for you to manage your own psychology if you want to manage your company and employees successfully. As a management consultant, one of my most important tasks is helping CEOs with management training to teach these crucial skills. Physical Health Stress can wreak havoc on physical health if you let it. Taking care of your physical health positions you to manage your emotional and psychological well-being. As crazy as your schedule may be, take time to exercise daily, even if only for a few minutes. When you exercise, your body releases endorphins that help you feel more relaxed, and they can even improve your mood. People often feel less depressed and anxious when they exercise regularly. Develop a Support Network No one can do it alone, and that includes CEOs. In my role of management consultant, one of the first things I teach executives in leadership training is the importance of developing a support network. A partner or significant other can be part of an effective support network. Extended family, friends, and even a mentor are also important sources of support. Tap into the encouragement and renewal you can glean from these important people. Worst Case Scenarios People spend a lot of time fearing certain events, and many of these events never happen. That means that a lot of time and energy is wasted that could be used for more positive pursuits. To get a handle on fears and emotions, make a list of worst-case scenarios and ask yourself about the results of these events. As a management consultant, I will tell you that these situations can be tough, but they are rarely the end of the road. Even if a business folds, you pick up the pieces and move forward. A Word About Communication Part of effective communication training is learning to take a few deep breaths or even count to 10 or 20 before reacting or responding to a challenging situation. Working with a communications consultant can give CEOs interpersonal skills that help with both employee and customer relations. While you pour your blood, sweat, and tears into your company, your personal worth can’t be synonymous with the success of your business. Work the business to the best of your ability, but pay attention to your emotional and physical health while you do it. Scott Deming is an experienced businessman, motivational speaker, and management consultant. To improve your CEO management tactics, contact Scott Deming today.

It’s always more pleasant to tell someone, “We’re happy to welcome you to our company,” than “We’re sorry, but we have decided to let you go.” Hiring and firing are vital elements of sound leadership, and each has a profound role in creating a talented workforce now and in the future. As a manager, however, the question often arises, “Should we try to fix or fire this employee?” Fixing an Employee Many managers agree that by the time they got around to firing someone, it was long overdue. When dealing with a problematic employee, a question you might ask yourself is, “If this person wasn’t already employed here, would I have hired this person today?” If your answer is “No,” fixing may not be an option. Who Failed Whom? In the real world, few employees want to be fixed—they want to be taught, coached, inspired, and motivated. Problems often arise with managers who fail to establish the performance criteria by which the employee will be evaluated. However, if you’ve provided corporate business training, clear expectations, constant individual support and reinforcement, the first step in attempting to fix an employee is to address his or her infraction the first time. Beware the Quick Trigger The manager who is constantly hiring and firing people is not necessarily serving his company’s best interests. Starting over with new employees time and again is not helping the company’s leadership development interests in moving forward. On the other hand, if the manager does not act on the employee others know is not performing, it reflects poorly on the manager and may encourage others not to perform to their potential. Retaining such employees does them no favors. To Fix or Fire Ask yourself if fixing is a viable course of action. Does the employee regret his or her substandard performance? Does he or she accept or resist the suggestions and coaching necessary to change? Are there any signs of improvement? Is he or she at least trying to do better? Are you holding this person accountable for your expectations? If so, efforts to fix his or her performance are likely worthwhile. When to Fire The only time to immediately terminate an employee is when the person has done something so egregious that he or she doesn’t deserve a second chance. The human resources department calls these conduct infractions. Most of the time, firing is necessary when— in spite of corporate communication counseling and a fair warning—the employee shows no interest in or effort to improve poor performance. There Are Exceptions Although a blend of company policy and common sense can usually determine whether an employee should be terminated, there are times when intuition and sound judgment can play significant roles in your final decision. For example, if the employee has been with the company for a long time, it might be a good idea to sit with him or her alone for awhile and discuss the issue in detail. As often as not, the results can be eye-opening. Also, the most sympathetic employee you’ll ever fire is the hard worker who can no longer do the job. You should do everything possible to help this person. Sometimes, just moving the employee to another job description might be your answer. Scott Deming is an experienced businessman, motivational speaker, and management consultant. To improve the connectivity between your organizations, contact Scott Deming today.

A family business can create a legacy that lasts generations, but it requires a little extra planning and patience. Small business workshops can start you off on the right foot. Here are some tips to keep your family business running smoothly. Make Sure Everyone Knows Who’s the Boss In a family business, it can be hard to know who is in charge, particularly when you hire employees who aren’t members of your family. Have a clear hierarchy of authority and explain it to each member of the company. Holding regular company meetings can allow everyone to feel involved in the business while maintaining a clear leadership direction. Always enforce the chain of command equally among family members and outside hires. Have Clear Employee Expectations A business can’t succeed if its employees don’t work efficiently. Assign specific responsibilities to members of the business and hold them accountable to perform as required. Offer training if necessary. Doing these things will keep family rivalries at bay and provide an appealing sense of professionalism to any non-family members your company may hire. Scott Deming recommends requiring family employees to work at an outside company before hiring them. This experience ensures that they develop a sense of workplace expectations and develop good work habits that will strengthen your business when you bring them on board. It also allows you to observe their work habits as an outsider and determine whether they would be a good fit for your company. Incentivize and Constructively Critique Fairly Once you’ve established employee expectations and the chain of command, the key to maintaining a strong company is to reward or critique based on performance. Promotions based on nepotism rather than skill and aptitude will weaken the company and could drive other good employees away. Offer criticism and guidance when necessary. While this may cause short-term strife, it will strengthen your business in the long run. Small business workshops can also help identify areas of improvement and facilitate employer-employee communication. Separate Work and Family Life While working together can build family bonds, bringing work home and to family gatherings can make your business seem like a 24-hour job. Lead by example and allow family time to be family time. Leave work at the office. Don’t use family nicknames at the office, and in your interactions with your family members, always be courteous and professional. These practices help keep work stress from bleeding into family relationships, and they allow you to offer criticism and praise as an employer rather than as a parent or sibling. Seek Assistance if Needed If your family business needs a little tough love, Scott Deming can help. Scott is a business veteran who has spent over thirty years in the corporate world. Put him to work for your business by scheduling business consulting services today.