The Boston Celtics won their 17th NBA championship this past week. While that is a story unto itself, and a satisfying victory for we fans who have waited more than two decades since the 16th championship, the bigger story is how their ownership put the team in position to win through savvy marketing.
The lesson here, after you read this article from CNNfn.com, is this: You can succeed as a team or as an individual if you can effectively market yourself. To do that, you need to know what skills and talents you have and who you want to reach out to so that they know you're there. Fan interest in the Celtics began to wane after Larry Bird retired in 1992. It jumped a bit a few years later after the previous ownership hired Rick Pitino to take over the team. But he failed to take them to the playoffs. And as the success of the Red Sox and New England Patriots pushed the Celtics into the background, new owners came in with a new strategy: Invest in marketing and boost name recognition.
The upshot, the CNN article pointed out, was that attendance rose in the two seasons before the just-completed campaign. So, before the team traded for veteran stars Ray Allen and Kevin Garnett last summer to complement long-suffering All-Star Paul Pierce, a key piece was in place for the success that the 2007-2008 season brought: better brand recognition.
Anyone can draw lessons from the Celtics' success in this challenging economy, in which you could be a star at work one moment, and out the door the next. You need to take charge of your own career, and it begins with personal brand management. So, to begin that process, ask yourself these questions (and answer honestly):
(1) Am I prepared to begin a job search in case I lose my current job? (In other words, can I easily put together a resume should I see a great job opportunity?)
(2) Do I have an online presence such as my own web site, or a profile on LinkedIn, Facebook, or some other networking site?
(3) Do I know what kind of value and experience I can offer an employer? (Or, can I be successful working for myself, with all its potential risks?)
(4) Can I verbalize that experience in a well articulated statement lasting no more than 30 seconds?
If you answered "no" to any of these questions, start thinking about possible answers and get to work on your personal brand. If you approach it like the Celtics did, it just might pay off down the road in the form of greater career success.
What do you think of the role of "personal branding" in advancing your career? I welcome your thoughts.
Sunday, June 22, 2008
Saturday, June 7, 2008
Hire Job Hoppers? Sure, if You Believe
You Can Stop the Hopping
My post this week on The Pongo Blog tackled a question that perplexes many a hiring manager today: Would you hire a job hopper? The topic, when it was addressed last month on the BNET blog, garnered more than 100 responses, which is danged good for a business blog (Frankly, I'm more than a bit jealous, but hardly anyone in the blogosphere knows me through this blog).
My most recent Internet reading finds that the younger workers, aka Generation Y, is more prone to job hopping (roughly defined as working an average of one job a year), largely because they're not being challenged enough or they don't want to work for a company that expects complete and undying fealty to the corporate mission - even it means working 60-70 hours a week, and leisure and family time be damned. (Uh, no, I don't think so!)
The problem, as I see it, is not with the workers, but with the employers. Some are only now beginning to see the potential payback in investing in worker development and training as a means to prolong tenure and hang onto their most promising talent. I'm sure it's tough for many of these companies to do since they've been doing it the "Work comes first" and "Just do it no matter how long it takes" philosophies for so long. But if companies believe you can train and develop workers who would otherwise job hop, and value their off-work hours as much as they do, then you shouldn't have a problem. Right?
It's a changing world, and while the Baby Boomers have made their mark with long hours and hard work in the workplace, Generation Y is taking the workplace in another direction. And as its numbers grow, the attitudes in the workplace, as well as business practices, are bound to change.
What about you? Are things changing where you are? How does your company feel about job hoppers? I welcome your thoughts and observations.
My most recent Internet reading finds that the younger workers, aka Generation Y, is more prone to job hopping (roughly defined as working an average of one job a year), largely because they're not being challenged enough or they don't want to work for a company that expects complete and undying fealty to the corporate mission - even it means working 60-70 hours a week, and leisure and family time be damned. (Uh, no, I don't think so!)
The problem, as I see it, is not with the workers, but with the employers. Some are only now beginning to see the potential payback in investing in worker development and training as a means to prolong tenure and hang onto their most promising talent. I'm sure it's tough for many of these companies to do since they've been doing it the "Work comes first" and "Just do it no matter how long it takes" philosophies for so long. But if companies believe you can train and develop workers who would otherwise job hop, and value their off-work hours as much as they do, then you shouldn't have a problem. Right?
It's a changing world, and while the Baby Boomers have made their mark with long hours and hard work in the workplace, Generation Y is taking the workplace in another direction. And as its numbers grow, the attitudes in the workplace, as well as business practices, are bound to change.
What about you? Are things changing where you are? How does your company feel about job hoppers? I welcome your thoughts and observations.
Monday, May 26, 2008
No Drama, Just Seeking Your Attention
Earlier this month, Seth Godin had a decent post on his blog on how the news media enjoy a flair for the dramatic (Read it here). I quote:
"There's media bias in favor of drama. Most of us are inclined to believe that government officials, doctors and the media are making an effort to tell us the truth. Actually, just like all marketers, they tell us a story."
I agree with Seth - to a point. He argues that we get most of our news today via online media, but the reader may infer (at least I do) that the more traditional media lean toward the dramatic. I believe there is indeed some degree of that in TV news, which is struggling to maintain the attention of their audience. Resorting to a dramatic approach is indeed cheesy ("There was a big 5-car pileup out on the interstate today. We'll tell you how many people were killed right after the commercial break."), but when you're in an uphill struggle against the growing behemoth that is the online media, you can't help but resort to creativity and opt for the easy (How many times within the last year has your local newscast led with the weather?).
"There's media bias in favor of drama. Most of us are inclined to believe that government officials, doctors and the media are making an effort to tell us the truth. Actually, just like all marketers, they tell us a story."
I agree with Seth - to a point. He argues that we get most of our news today via online media, but the reader may infer (at least I do) that the more traditional media lean toward the dramatic. I believe there is indeed some degree of that in TV news, which is struggling to maintain the attention of their audience. Resorting to a dramatic approach is indeed cheesy ("There was a big 5-car pileup out on the interstate today. We'll tell you how many people were killed right after the commercial break."), but when you're in an uphill struggle against the growing behemoth that is the online media, you can't help but resort to creativity and opt for the easy (How many times within the last year has your local newscast led with the weather?).
I've spoken my bit about the future of newspapers. I can't help but think that we're at a crossroads in the lives of media, both old and new. I grew up with the old and worked in it for many years. In some respects, it's sad to see it fade away. But everything changes and we all adjust. I ran into someone a couple of days ago who is an editor on her high school paper and intends to major in journalism in college. I didn't dissuade her; in fact, I was excited for her. But I made sure that my unsolicited message of advice for her was clear: "Online! That's where the action is and where it's gonna be."
How do you see the future of newspapers and broadcast journalism? I welcome your thoughts.
Wednesday, April 23, 2008
The IT Department: Still the Same?
During much of my tenure as an IT journalist and research analyst, the general perception of the corporate IT organization by the rest of the business was one of disdain. In short, IT got no respect and, in some cases, it deserved little or no respect. It was seen as insular, a place where the geeks hung out - usually in a corner - to test new whiz-bang technology that may not necessarily be a help to the business as a whole. It lacked people skills and was more concerned with technology than the overall health of the business.
Fast forward a few years and there are signs of respect emerging. For one, the rise of the Internet as a commercial tool has helped boost IT into a major player. Better applications that have been a help to customer relationship management have been instrumental in keeping customers and increasing revenue. Add to that the fact that more "end user" workers have technical chops today than a decade ago, and you have the foundation for a better understanding of IT and the business units that can benefit both sides.
Now, there may be evidence that IT is indeed finding religion and providing a lot more value for the business. Recent research from The Hackett Group concludes that companies that are top performers in IT "business value management" also outperform their peers across a wide range of financial and profitability metrics. What's even more encouraging is the potential melding of IT and the business units through what another research firm calls "enterprise guerrilla application development," involving applications developed outside the IT organization by technically competent information workers in the end-user business units. "End users who used to be wholly dependent on IT will start relying on enterprise mashup platforms in a bid to be more self-sufficient in their application development needs," said Vishwanath Venugopalan, analyst at The 451 Group. "IT departments will seek to cede just enough control to empower end users while maintaining a consistent operating environment that adheres to regulatory requirements."
So, rather than being judged solely on its efficiency (read: keeping its own costs as low as possible), there are some forward-thinking organizations who are seeing the effectiveness of IT in boosting revenue and profitability, and how it can work with the entire enterprise to help spur business growth. I'm sure there are companies that still judge IT by its ability to spend less. If they're serious about growing, they'll have to rethink their metrics.
Fast forward a few years and there are signs of respect emerging. For one, the rise of the Internet as a commercial tool has helped boost IT into a major player. Better applications that have been a help to customer relationship management have been instrumental in keeping customers and increasing revenue. Add to that the fact that more "end user" workers have technical chops today than a decade ago, and you have the foundation for a better understanding of IT and the business units that can benefit both sides.
Now, there may be evidence that IT is indeed finding religion and providing a lot more value for the business. Recent research from The Hackett Group concludes that companies that are top performers in IT "business value management" also outperform their peers across a wide range of financial and profitability metrics. What's even more encouraging is the potential melding of IT and the business units through what another research firm calls "enterprise guerrilla application development," involving applications developed outside the IT organization by technically competent information workers in the end-user business units. "End users who used to be wholly dependent on IT will start relying on enterprise mashup platforms in a bid to be more self-sufficient in their application development needs," said Vishwanath Venugopalan, analyst at The 451 Group. "IT departments will seek to cede just enough control to empower end users while maintaining a consistent operating environment that adheres to regulatory requirements."
So, rather than being judged solely on its efficiency (read: keeping its own costs as low as possible), there are some forward-thinking organizations who are seeing the effectiveness of IT in boosting revenue and profitability, and how it can work with the entire enterprise to help spur business growth. I'm sure there are companies that still judge IT by its ability to spend less. If they're serious about growing, they'll have to rethink their metrics.
Monday, April 21, 2008
Closing the `Generation Gap' at Work
I have to admit being somewhat amused with the cross-generation sneering match I sometimes see between Generation Y (aka, the Millennials) and the Baby Boomers when it comes to work. While the former are largely trying to find their way in the workplace, they tend to butt heads with the latter, the ones who are running much of corporate America today.
For instance, close to 20% of North American companies polled in a recent survey say it's hard to reach Millennials, more than twice as hard to reach other demographic groups, such as women, the physically challenged, and major ethnic groups. From my vantage point as a commentator on workplace issues, plus the fact that I work with quite a few Gen Ys, the solution comes down to understanding and empathy, mainly on the part of the Boomers.
Gen Y may like to march to its own beat, but it's we Boomers who have encouraged that! You might respond with "Really?!?" Yes, really! As we reared our children, many of us instilled in them the notion that they could accomplish anything they put their mind to accomplishing, as well as to stand up for themselves and realize that they had something positive to contribute to society. But in the workplace, Gen Y sees our Boomer brethren acting differently, especially in companies that value (read: demand) long hours and dedication to the job.
But Gen Y isn't stupid. In fact, I believe they're smarter and savvier than we would like to give them credit for. If they know they can improve their work lot elsewhere, they will. That's why they're more apt to change jobs more frequently, unlike our generation and our parents'. That's why they're more likely than we are to value their leisure time.
And it's why we need to recognize that and re-engineer our workplaces if we are to enjoy business success. Gen Y is not made up of inmates who want to run the asylum; they represent a new order that could well make revolutionary changes in the workforce as we move further into this century.
If you're a Baby Boomer or part of Gen Y, how do you see this generational clash playing out in the workplace. I invite you to share your perspectives.
For instance, close to 20% of North American companies polled in a recent survey say it's hard to reach Millennials, more than twice as hard to reach other demographic groups, such as women, the physically challenged, and major ethnic groups. From my vantage point as a commentator on workplace issues, plus the fact that I work with quite a few Gen Ys, the solution comes down to understanding and empathy, mainly on the part of the Boomers.
Gen Y may like to march to its own beat, but it's we Boomers who have encouraged that! You might respond with "Really?!?" Yes, really! As we reared our children, many of us instilled in them the notion that they could accomplish anything they put their mind to accomplishing, as well as to stand up for themselves and realize that they had something positive to contribute to society. But in the workplace, Gen Y sees our Boomer brethren acting differently, especially in companies that value (read: demand) long hours and dedication to the job.
But Gen Y isn't stupid. In fact, I believe they're smarter and savvier than we would like to give them credit for. If they know they can improve their work lot elsewhere, they will. That's why they're more apt to change jobs more frequently, unlike our generation and our parents'. That's why they're more likely than we are to value their leisure time.
And it's why we need to recognize that and re-engineer our workplaces if we are to enjoy business success. Gen Y is not made up of inmates who want to run the asylum; they represent a new order that could well make revolutionary changes in the workforce as we move further into this century.
If you're a Baby Boomer or part of Gen Y, how do you see this generational clash playing out in the workplace. I invite you to share your perspectives.
Wednesday, March 19, 2008
We've got some serious issues people!
Let me see if I get this straight: We have an economy that's as resilient as Humpty Dumpty. We have a health-care system that might put Humpty together again if he were adequately insured (for thousands of dollars per year). And meanwhile, all the king's soldiers are on the other side of the world fighting in a war whose cost may be headed for the trillion-dollar stratosphere.
Yes, we've got issues, which are all front and center in this highly critical presidential election year.
And so the most recent debate has turned to Barack Obama's outspoken former pastor, coming on the heels of the endorsement of John McCain by another outspoken cleric with a history of spewing hate-filled rhetoric.
Yes folks, we're debating issues that really matter! How holy art thou candidate? Meanwhile, the economy, health care, and the war in Iraq - not to mention the environment and the solvency of Social Security - get pushed to the side.
Rant over! Now let's get out there and become fully informed about the real issues before we cast our votes!
Yes, we've got issues, which are all front and center in this highly critical presidential election year.
And so the most recent debate has turned to Barack Obama's outspoken former pastor, coming on the heels of the endorsement of John McCain by another outspoken cleric with a history of spewing hate-filled rhetoric.
Yes folks, we're debating issues that really matter! How holy art thou candidate? Meanwhile, the economy, health care, and the war in Iraq - not to mention the environment and the solvency of Social Security - get pushed to the side.
Rant over! Now let's get out there and become fully informed about the real issues before we cast our votes!
Sunday, February 24, 2008
Signs of the times: The fading newspaper
I still get a newspaper delivered each day in a bright green Boston Globe tube at the end of my driveway. The day just doesn't seem right without a look at the sports section, the front page, the editorial page, and even a couple of other sections.
But newspaper circulation is in decline everywhere in the U.S. with the rise of the Internet as a news medium and as a better way for advertisers to deliver returns on their investments. A recent blog post on BNET paints an even darker picture for the newspaper industry. I alluded to this last month after the Los Angeles Times fired its editor after he refused to follow management orders and cut $4 million from the newsroom budget.
The writer of the BNET post, David Weir, also mentions how industry veterans are anxious about what they should do with their skills. To me, it's quite simple: Go web, or take your writing and editing skills into another arena. Unless you embrace the web as the primary news medium of the future, take an inventory of your skills and start working on your resume.
And if you fear making that move over to the electronic side, take it from me: It's worth the switch!
I welcome any feedback or requests for career advice from any journalists, no matter where you are in your career.
But newspaper circulation is in decline everywhere in the U.S. with the rise of the Internet as a news medium and as a better way for advertisers to deliver returns on their investments. A recent blog post on BNET paints an even darker picture for the newspaper industry. I alluded to this last month after the Los Angeles Times fired its editor after he refused to follow management orders and cut $4 million from the newsroom budget.
The writer of the BNET post, David Weir, also mentions how industry veterans are anxious about what they should do with their skills. To me, it's quite simple: Go web, or take your writing and editing skills into another arena. Unless you embrace the web as the primary news medium of the future, take an inventory of your skills and start working on your resume.
And if you fear making that move over to the electronic side, take it from me: It's worth the switch!
I welcome any feedback or requests for career advice from any journalists, no matter where you are in your career.
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