The speed of technology change gets faster and faster every year.  In fact, with most technologies, your budget cannot keep up with the speed of technological change – it doesn’t matter whether it is your personal or business technologies so making the right choices are critical.

The good news is that with more and more software “applications,” and then the standardization of hardware, accessibility and integration becomes less and less a challenge.  But what about the pure hardware side of this?  For years the PC was the standard and then the notebook/laptop, then the netbook and now the tablet – all variations of the PC.  So is the laptop/notebook/netbook now dead with the widespread adoption of the tablet?

The place to start is to consider a few of the main points that we think about with PC computing – speed, storage, input, and connectivity to name a few.  The differences between the various types of PC’s can be found in these areas. Speed is a function of the processor within the hardware.  In general the smaller the form factor, including tablets and other handheld devices like smartphones, the slower the speeds.  When is this important?  When you run lots of applications at the same time or want to surf the web,  the speed of the downloads and moving around and in between applications can be impacted – especially when you run applications that use a lot of memory like videos.

Storage is another consideration – but one that is rapidly changing and has options.  If you work with big files that you need to carry with you and have accessible at all times, then there are limitations depending on the technologies you choose.  If you can work with your data being stored on external hard drives or on web based drives, then you can work with PC’s that have smaller hard drives and on-board data storage such as tablets.  Otherwise, you are probably still working with a notebook/laptop or a netbook with a large hard drive.  These also have more options available for the faster processing speeds discussed earlier.

Your preferred method of input (i.e. how you enter information into your PC); can also help to make a decision on what will work best for you.  If you need a keyboard, then decide between a “soft” keyboard and a traditional one.  Traditional keyboards allow for faster data entry but take more space.  But even then, tablet PC’s have the option to allow external keyboards to connect via Bluetooth technology and the carrying cases can accommodate both.  And then there is touchscreen (and also cameras) – clearly the tablets and smartphones have made these a very desirable methods of input – even with a keyboard.  But be aware that there are also small form factor notebooks/laptops/netbooks that have touchscreens and also are convertible with tablet computing built in.

Lastly comes connectivity.  Most all PC’s come with broadband (WiFi) access a standard.  But do you also need Bluetooth and mobile connectivity so you can access your data and applications almost anywhere – very commonly through the mobile carrier standards such as GSM, GPRS, 3G, 4G, and CDMA.  These options are very important since they could lead you to buy your PC from one or another of the carriers, and if you go at it on your own, you will still need to make sure you have the flexibility you are looking for to add this after the purchase.  And these options also generally come with on-going connectivity cost and limitations that you need to consider as well.

There are lots of things to consider and this is not just as simple as going with the latest “fad” and what everyone else is doing.  You should think about what you will do with your PC and what you may want to do with it going forward.  Taking all this into consideration upfront will help you to make the best choice, and the one that is the most cost effective and efficient for you.  Lots of possibilities, lots of choices, lots of opportunity – and today, we can’t write the technological obituary for any of them.

Dead or Alive?

I had a recent conversation with a colleague regarding events exposing leaders with a lack of integrity.  These individuals have lied about their work experience, education, abilities, criminal, and/or financial backgrounds.  They do this to secure higher ranked jobs, embellish anecdotal experiences to motivate others, and/or compensate for a personal vice or insecurity.  This conversation brought me back to what I consider the fundamental elements of leadership that are exposed at a young age.

Selecting the right executive management, board, or CEO can produce huge benefits in improving and growing businesses. However, what a company is looking for beyond skill set and experience is LEADERSHIP.  My time as an adult volunteer with the Boys Scouts of America has shown me that a great foundation for leadership is taught to some our youth in through the Boys Scouts’ Scout Law and Oath.  These leadership values are a preparation for a lifetime of moral and ethical choices and provide a basic template to size up future leaders.

The Boys Scouts of America’s Scout Law involves a simple guideline that is broken down to 12 key characteristics;  trustworthy, loyal, helpful, friendly, courteous, kind, obedient, cheerful, brave, clean, brave, thrifty, and reverent. All twelve characteristics are important and are required to be displayed in all scouts as they mature and advance. As Frederick Douglas said “It is easier to build strong children than to repair broken men.”

A scout that is trustworthy speaks the truth and is honest; a characteristic that is part of every Board room. To be trustworthy one must investigate to determine the truth. He is careful about his choices in words to avoid speaking untruthfully. He never breaks his promises and is dependable and responsible. A trustworthy individual can be trusted with the possessions of others to keep safe.

I would like to share a comment made at my Wood Badge Training:  “…the Scout Law, without the first one [characteristic of trustworthy], the other eleven don’t matter…”

Since 1999 Thomas Paige International has been providing leaders with the core values of servant leadership and integrity to corporations and companies, thereby leading them to greater results and productivity. To learn more about how Thomas Paige International can help you select the right talent for your company, visit http://thomaspaige.net/.

Leadership, Integrity, and Executive Search

Many years ago a great mentor of mine was coaching me on assessing my team.  He asked if I was holding a winning hand in my department.  At first I was taken back by the notion that he wanted me to associate each member of my team with a card.  Then I started to think about it.  Was I holding a winning hand based on the goals of the Company and the people that were on the team?

This was my hand at the time –

1. Ace
2. Ace
3. Queen
4. Queen
5. 10
6. 5

Now, if you know anything about poker, that hand might or might not be a winner.  The best thing that came out of that exercise was what I did after the initial assessment.  I made sure that my Aces and Queens were challenged and knew how much value they added, I helped the 10 focus on her strengths to over come a few obstacles and lastly I gave the 5 a chance to re-group and think about what his career goals were, along with laying out what he needed to do to stay on the team.

So my question to you is simple.  How do you know when to hold‘em and when to fold‘em.

Leadership – Do You Have a Winning Hand?

Strong leaders generally understand how important effective
communications is to their success. What many don’t fully grasp is how poor
communications, particularly during a time of crisis, can derail their careers.
Most senior executives spend very little, if any, time preparing for the
moment of truth that typically comes with little warning when their business is
thrust into the harsh glare of the media spotlight. Overly confident in speaking skills
honed presenting to shareholders, employees and other groups, they underestimate
the negative impact a few ill-advised words or non-verbal gestures can have on their
business.
While there is a long list of business people who have lost their jobs after
stumbling in front of the bright television camera lights, one of the best recent
examples is former BP Oil CEO Tony Hayward, who was removed just weeks after
his media performances following the huge Gulf oil spill. Among the gaffes that
made Hayward look callous and out of touch was his, “I just want my life back”
comments. Unprepared and desperate to deflect blame, in another report he
suggested that it was probably food poisoning, not oil and chemical fumes, that were
sickening volunteers and workers involved in the cleanup operation.
When it comes to today’s 24/7 news cycle and constant web chatter, it
doesn’t take much for a company to find itself caught in a news story. A single
incident or allegation at a location of a national chain can be enough to drag a brand
into a crisis, particularly if not handled well at the outset.
Having managed countless such crises on behalf of employers and clients
over the past two decades, ranging from shootings and murders to claims of
discrimination or foodborne illness, there are a few basic rules of communicating
during a potential crisis. None are a substitute for the skills and preparation that an
on-camera media training class can provide. Nor are they a substitute for the expert
coaching and support a media relations specialist can offer.
Still, a few basic principles are worth sharing.

1) Don’t lie and don’t speculate.
Get as many facts as possible before discussing a situation and don’t be
afraid to initially let reporters know that you don’t have all the details yet.
If you panic and lie or speculate about an incident, this will only come
back to bite you later because the truth eventually will come out.

2) Have messages and keep them simple.
Use your communications resources to quickly prepare a key message or
two to guide your initial response to a potential crisis. Stick to these brief
messages and steer back to them when asked questions.

3) Express sincere concern for any victims.
Whether a victim of a violent act or a child in the hospital with E.coli, be
sure to express concern for the victims and their families. “Our first
thoughts are with these employees/guests and their families.” Showing
that you sincerely care about the people side of any situation first and
foremost is critical in how your brand or business will be portrayed.

4) Watch your body language.
How you appear delivering the message is as important as what you say,
in fact, most people remember this more than your words. A sincere,
calm and serious demeanor is appropriate in most cases. Don’t allow
nervousness to make you smile too much or shift your eyes around, and
don’t let reporters rattle you or make you appear angry or frustrated.

5) Accept appropriate responsibility but don’t fully accept blame.
There’s a fine line between fully engaging in a problem to seek solutions
and accepting blame. It’s important to own a situation that happens at
your business and not look like you’re ducking or pointing fingers at
others, but it often takes days or weeks to get to the bottom of a situation.
It’s important to choose your words carefully in the first statements you
make in the hours after it has occurred. Point out the steps you’re taking
to investigate and the procedures you have in place to prevent such an
incident. Express your sincere concern and what you’re doing, but in
most cases you should stop short of accepting blame for what happened
until an investigation is complete.

6) Engage early and resist the urge to duck.
The media will cover a story with you or without you and there’s no
clearer sign that you take an incident seriously and care about your
business and its employees and customers than to respond. No comment
or not being available for comment suggests the opposite and only
ensures that others will shape a story about your business.

Communicating in a crisis is perhaps the toughest form of communications
there is, and also the one with the highest stakes for your organization. Just because
you’ve never had a significant crisis or need to face the media under pressure
doesn’t mean you won’t tomorrow. Like in other aspects of business, advance
preparation and training can make all the difference.

Rick Van Warner is Senior Partner & Principal of Parquet Public Affairs, a
national communications, issue management & reputation assurance firm
specializing in the service industries. He has conducted media training seminars
for hundreds of executives across numerous organizations and has managed
media during all types of crises over the past two decades.

Crisis Communication

If you have a local business and are trying to generate new customers, patients or guests, it will be difficult to do so if they don’t know you exist, know little or nothing about you, have no idea where you are located or how they might do business with you.

Building a properly developed website is of critical importance to establishing an on-line presence and should be your primary area of focus.

Here are 12 tips on developing a website that performs — where you will be on the first page of relevant searches and in many cases at the top of the pages.

1. Set objectives for what you want your website to accomplish

While it is important how your website looks, it is even more important how it works. I hope the objective is not to “look cool” (or something like that), but rather to allow people looking for your type of goods or services to easily find you and learn something about your business and how you can help them.

2. Develop a strategy for your message

Your communication strategy should link directly to your brand positioning. Your target audience should be able to relate easily to your website and understand what business you are in and what your point of difference from your competition is. You must also identify what specific web pages are appropriate and needed to implement your strategy.

3. Start with a powerful domain name for your type of business and geographic location (and it is not usually the name of your business)

Select a domain name that combines the business you are in, your geographical area and an adjective that people would use when conducting their search. For example, if you were a dentist in New York or an Italian restaurant in Alpharetta, effective domain names might be NewYorksBestDentist.com and PopularAlpharettaItalianRestaurants.com.

4. Use a design platform that is not proprietary to the company that builds your website

You want the freedom to be able to move your site hosting and development wherever and whenever you desire, and you should be able to make simple updates and enhancements to your site by yourself. WordPress is a great free platform to consider.

5. Build the website around Search Engine Optimization (SEO)

Define search terms (combinations of words) that you think someone looking for your business would type into his or her search browser. Then develop unique META (title, description and keywords) for each page of the site. Make sure to follow a strict character count for each; too many will negatively affect your search results

6. Integrate Social Media into your website

Design Facebook, LinkedIn, Google+, YouTube, and a blog into your site when applicable and when it fits comfortably. Remember that if you integrate with a social source, you need to have a presence on a regular basis to be relevant. And make sure your employees are aware of and engaged with your social efforts.

7. Build your website to be mobile and tablet friendly (across platforms)

Make sure people can use your site no matter where and how they link to the Internet.

8. Generate online reviews and link them to your website

Ask current customers, patients and guests to write reviews for your business. Postings to Google Places and other local review sites will boost your search ranking. Offer easy links to these different review sites within your own website and boost your ranking even further.

9. Establish yourself with Google Places

Make sure you sign your business up with Google Places (which will become linked to your site).

10. Optimize before going live and posting your website

Don’t trust a company developing your site that tells you once the site “looks good” to go live and post your site and then they will work on content, META, SEO optimization etc. Optimize everything before going live.

11. Keep your website current

Once you launch your site, your work is not over. Good sites that rank high constantly enhance their content and coding.

12. Track and learn from your website

Be sure to use some form of analytics tracking built into each page of your site. Google Analytics is a great free option. If you have a business that generates call inquiries or requires reservations or appointments, utilize a unique phone tracking number on your website that will allow you to track responses accurately. You can even have the calls, forwarded from this unique tracking number, recorded for training purposes.

For more information on how to quickly and affordably market your local business to succeed in today’s competitive marketplace, visit www.ellishmarketing.com, or reach Warren directly at 303-762-0360 or warren.ellish@ellishmarketing.com.

The effective development of brand positioning for any brand will aid in getting your desired message across and make an impression that lasts. Positioning is the way in which you want the consumer to think about your business (products and services) relative to competing brands. It is the most basic of all strategic statements, provides the blueprint for the marketing and development of the brand, and focuses the efforts of all those involved in brand activities.

Without a concise brand positioning statement with a competitive “point of difference” and complete management alignment behind this positioning, it will be difficult to communicate a clear and meaningful message about your brand. A brand must make a strong impression that lasts and translates into profitable sales and long-term growth.

You don’t have to embark on a lengthy and expensive consumer research study to find out. Just try this quick and easy exercise. You may be surprised by what you learn.

Ask each of your direct reports, each member of your marketing organization, and key external strategic and creative resources (including key consultants and all ad agency team members) to answer the following three questions:

1. What business is your brand in? Your “frame of reference”.
2. What is the “target market” for your brand?
3. What are the “points of difference” for your brand? Note: List no more than three.

Analyze your results (or have the submissions sent to me and I will analyze them for you). If you observe either or both of the following, your brand positioning can most definitely be strengthened:

• Significant inconsistency in the answers to most if not all of the above three questions.
• “Points of difference” that are really “points of similarity” to your competition or simply “points of entry” in your business – and not pre-emptive, ownable and defendable attributes that are important to your target market.

I understand that you and your team know your business better than any outside consultant, marketing or advertising company does. Where I can assist you is by starting with my proprietary one-day positioning methodology, working directly with you and members of your team, to clearly state and communicate the core elements of a successful positioning for your brand. The end result will be the development of a concise positioning statement, agreed upon by your core management team that reflects the following three elements:

• Target market (the customers you are marketing your products/services to)
• Frame of Reference/Competitive set (what business you are in)
• Point(s) of difference (the specific consumer benefit that is preemptive, ownable and defendable that you want consumers to associate most readily with your products/services).

The positioning statement will be summarized into the following format:

To _______________ (Market Target), Brand X is the brand of  _________________ (Frame of Reference) that is/that offers ________________ (Point of Difference).

Your brand will be in good company. I’ve used this approach to successfully position hundreds of well-known brands for a diverse group of companies, from Fortune 500’s to start-ups and turnarounds. Our positioning work includes international, national, regional and local brands across many industries.

You can also hear me speak more about “The Three Critical Steps to Positioning Your Franchise or Restaurant Into a World-Class Brand” at the upcoming International Franchise Association (IFA) Convention in Orlando, FL on February 13th and at the National Restaurant Association (NRA) Show in Chicago, IL on May 7th.

For more information on how to quickly and affordably properly position your brand to compete successfully in today’s competitive marketplace visit www.ellishmarketing.com, or reach Warren directly at 303-762-0360 or warren.ellish@ellishmarketing.com.

F. Warren Ellish is the Founder, President and CEO of Ellish Marketing Group, a leading authority on brand positioning and marketing consulting to restaurants, dental practices, retailers and consumer products companies. He is a senior marketing executive with over 30 years of client and consulting experience. Ellish is a renowned practitioner, lecturer and speaker on brand positioning and is a member of the marketing faculty at Cornell University’s Johnson Graduate School of Management. Ellish was named to the Advertising Age ”Marketing 100 – the superstars of US marketing”.

Can you believe it is already February 2012? Time sure flies by quickly when you are racing to beat the clock with fewer resources. Human Resource Executives have had a difficult ride in the past few years, but many CEO’s are singing their praises for huge contributions in 2011. On the other hand, there are still a few that just don’t seem to get what I consider HR common sense.

When I look at the economy and what many businesses are faced with today, HR Executives should be:

1. Aligning measurable objectives to the Company objectives – Each person in the Company should understand how they contribute to the success of the company. Align all jobs with specific measurable results and tie them to the goals of the organization. HR wanted a seat at the table and here is one way they can contribute.

2. Ensuring employees are not just satisfied, but also truly engaged – All Companies should be measuring this and implementing strategies and tactics to increase the retention of top performers. There are easy to use tools out there so this doesn’t have to be a huge expense either.

3. Teaching leaders how to lead effectively – Developing leaders takes time – we don’t have time. So what do you do? Take the time and it doesn’t always cost a lot. It is great to send someone for an Executive MBA, but there are other resources that are very effective in developing leadership traits, they can even be FREE! First you have to identify his/her strengths and weaknesses (360 or other assessment). Then create a plan and follow through.

Human Resource Management is complex and has many moving parts and doing more with less isn’t going away, but if you focus on results and developing a team of highly effective and productive employees you will increase your chances of winning the race in 2012.

2012 Human Resources Strategy

No wonder so many organizations are in chaos and so many leaders wonder why their brilliant strategies are not taking hold with their frontline mangers and employees more quickly. Part of the problem lies in what qualifies as strategy in today’s frenzied, A.D.D. world, with a series of tactics too often masquerading as ‘strategy’ in many companies.

But even where solid strategies for growth or turnaround have been developed, translating these into results is nearly impossible without consistent and well-planned communications. Effective communications is needed if unit-level teams are to understand where the brand is going, what the priorities are and how their daily work connects with the main objectives. Ongoing dialogue with stakeholders at all levels is critical if you expect primary messages to make it from the executive suite all the way to the field.

Without this, confusion reigns and unit managers and their teams will simply revert to how they’ve always done things. In other words, change will be impossible.

So what does it mean to communicate strategically? There are a few primary components worth mentioning here:

Messaging – Once a turnaround or growth strategy has been determined, the next step is to develop core messaging that will consistently be utilized. Keep core messages simple and limited to a few key themes – three to five is optimal – that all the various action plans and tactics can be tied to.

Consistency- Stick to your messages and don’t be afraid to repeat yourself. Most people need to hear the same thing multiple times before it really registers. Just like a politician, you must stay on message to be successful.

It usually takes many months for meaningful change to take hold, but if the story keeps changing, it won’t.

Frequency- It’s better to over-communicate than assume that everyone gets it, or worse, to assume that middle management will carry the right messages all the way to the teams on the front line. Far too many times communication breaks down through trying to cascade information down through various channels from the top. It’s like the old game of telephone. By the time the people who matter most – the ones interacting with guests – receive information it is likely to be vastly different.

Consider the Audience- Don’t fall into the trap of trying to say different things to different audiences. It’s important to anticipate what is on the minds of various groups and consider what is most important to them. Keeping it simple without using acronyms or corporate speak is also valuable. But the central message must be the same, whether you’re speaking with a reporter or a team of employees. In a world of constant online communication, anything you say to one audience will easily be seen or heard by another audience.

There are many other aspects of strategic vs. ad hoc communications, but it all begins with making effective communications a priority. Communications that moves the change needle doesn’t happen by accident. It requires resources and a commitment to thoughtful planning, message development, training and execution. If communications is only something addressed within your organization at the last minute or in times of crisis, successful growth or change will be hard to achieve.

Rick Van Warner is Senior Partner & Principal of Parquet Public Affairs, a national communications, issue management & reputation assurance firm specializing in the service industries.

The newer tablet PC’s will take over from the “netbook” mania of the past few years. Tablets are now running the industry-standard Windows 7 operating platform (soon to offer Windows 8 ) and therefor can run most industry-specific applications. While the iPad/Apple and Android/Google operating platforms are popular with consumers, my prediction is that the amount of alternatives available at lower price points and more flexibility to run business applications will not make Apple or Google a choice of the mass foodservice marketplace on the business side of things. And while Google and its Android platform are clearly taking a run at replacing both Windows as well as the Exchange/Office applications, they, like Apple, will not offer the flexibility to run the industry standard applications that were developed on, and for Windows.

Cloud Computing is a quickly becoming a “trend” and will not be a “fad” to avoid. In this arena almost all data storage for general and industry applications will be hosted in “the cloud” which will lower operating costs, help to ensure better data security and provide both operators and their guests access, wherever, whenever and on whatever devices and platforms they choose from PC’s to Phones, Netbooks to Tablets and on all other sorts of devices which can access the internet.

Online services for both the employees and guests will continue to grow. On the guest side, marketing coupled with the ability to make a purchase is the way of the future. In the coming year we will continue to see applications developed in this arena as well as a move towards offering guest the opportunity to gain information and make purchases and orders when actually in the foodservice establishment. Foodservice operators will also look to adding additional products and services to sell through “digital menu items” which will enhance the guest experience as they connect before, during and after the dining period. In any event, at some point in the not-too-distant future guests will order on their own devices starting at quick-service and fast-casual segments and then moving to casual establishments.

And last but certainly not least is the revolution taking place with digital social and networking media that will help to tie everything together. This will serve as the connection point on all sides of the foodservice operation. We already see training programs on YouTube, ads and promotions on Facebook and Foursquare as well as job postings, blogs and idea sharing and other networking on LinkedIn and Plaxo. And these are just the tip of the iceberg as more and more of these networks develop and connect with one another.

There are probably at least 12 key and hot technologies for 2012 – but these make up my top 4 and I believe will have the greatest impact on the industry, operations and our guests. There is a lot to look forward to – Happy New Year!

Leadership, Talent, and Executive Search

How do we know when we’ve found a great leader? What differentiates the effective leader from the high performer, the effective manager, the superb executor? The great leader is the proverbial needle in the haystack. But when you know what sets them apart, they can be identified with confidence.

What defines a great leader? The answer is surprisingly simple: followers. There is great wisdom in that observation. Leaders engage in five consistent and specific behaviors that create followership, transformation and value:

1. Leaders define a compelling vision: one that naturally pulls their team to follow them. A vision that fires passion in the heart, inspires the mind to break through boundaries, and motivates aligned action. Followers who can see the dream will follow their leader and give everything they’ve got to make it happen.
2. Leaders know where they are. They have a deep and complete understanding of their current situation. They insist on knowing exactly where they are—because that’s the only way they can plot the course to where they are going.
3. Leaders measure results. The great leader defines the results they are after with metrics that tell them if they are on track, use those metrics to course correct and put the pedal down when the course is straight and true.
4. Leaders build trust with all of their stakeholders: workforce, customers, suppliers, investors and more. They build a balanced connection with all stakeholders and from that connection grows trust and loyalty. They put the needs of their stakeholders FIRST: before their own personal needs because they know that will generate the best results and the most value. It’s not about ME….it’s about WE.
5. Great leaders are self- aware: They confidently own both their strengths and weaknesses without hesitation. Because great leaders are self-aware, they can use themselves like a tool, leveraging their strengths and purposefully hiring talent to complement their weaknesses.

It takes a well-tuned ear to find leaders who transform business performance and value. We listen for what is said-and for what isn’t said. We listen for what they care about, who they care about and what they ask about—and what they don’t.

We explore our candidates’ leadership histories and listen carefully to the details of exactly what the candidate did and why they did it. Did they define where they were going up front, before they started? Did they set defined results? Who helped them in their journey? How did they build that connection? Did they put their personal agenda first—or the needs of their business and stakeholders?

We look for a willingness to say, “I’m great at X” and “I’m not as effective at Y” and what they did to leverage those strengths and make sure their weaknesses were addressed by others. “I have a problem taking on too much” doesn’t count as a weakness! Without personal candor, no leader can be truly great: because they aren’t even leading themselves.

When you know exactly what you are looking for, great leaders sparkle like diamonds. We know where to mine them and when we’ve found a great one for our clients.

Leadership, Talent, and Executive Search