10 Who Made A Mark on Marketing

Interesting article from AdAge Dec 22, 2003

"10 Who Made A Mark on Marketing"

From The FCC Chairman and Alex Bogusky to Carson Kressley and Yao Ming

A.G. Lafley

President-CEO, Procter & Gamble

It is not Lafley's style to do the evil laugh, but he could have been forgiven a little smirk as a succession of rivals -- Unilever, Colgate-Palmolive, Kimberly-Clark, Georgia Pacific and Playtex -- blamed the Cincinnati slugger for their business bruises this year. Lafley is creating a one-for-the-textbooks marketing titan. Together with his lieutenant, marketing chief Jim Stengel, he has used aggressive pricing, promotions and ads to batter opponents. Now P&G is demanding more creativity from its ad folks and ramping up its marketing efforts beyond the 30-second spot. Expect more bleating from competitors next year.

Michael Powell

FCC Chairman

Powell thinks consumers have enough different news channels to warrant loosening media-ownership rules. So what? So watch this space very carefully. Powell has spent 2003 championing rules that would raise the number of TV households one company can reach and eliminate the newspaper-broadcast cross-ownership ban. His influence might have been felt even more keenly had it not been for Michael Copps, a commissioner and Democrat who tried to keep the issue in the public eye; Media Access Project, which called for Congress to roll back the rule changes; and the Senate, which postponed a vote on the rule until January.

Steven J. Heyer

President-Chief Operating Officer, Coca-Cola Co.

Not since former P&G CEO Ed Artzt chastised the marketing business for "missing the boat" on the Internet have one man's words so shaken the industry. Heyer's speech at Advertising Age's inaugural Madison & Vine conference sparked a sea change in the way many see the industry's future. "We can drive awareness, differentiation and interest for you just as you do for us. ... And maybe, charge you like you charge us." He called for the development of a new model, because, he said, the old one "will simply collapse." Heyer may well go down as the founding father of Madison & Vine.

Ann Fudge

CEO, Young & Rubicam

It's hard to say what impact Fudge has had on Y&R since she took the helm of the agency in May. At the time, she said she had "no master plan" and touted her intention to listen to her people and clients. So far, so good: Clients haven't walked out (or in, either) and staffers seem to be developing a loyalty to their leader. Fudge's appointment as the first African-American woman to take the helm of a major global ad agency shattered a glass ceiling. But the former president of Kraft's Maxwell House and Post divisions won't be content with just landing the role -- expect to hear a lot more from her in 2004.

Alex Bogusky

Executive Creative Director, Crispin Porter & Bogusky

The youthful creative partner of a Miami-based shop, no matter how swoon-worthy, would seem an unlikely candidate for a people-of-the-year list. But when you steer a shop that swept every major award show, you become an automatic choice. Crispin Porter & Bogusky snagged the Cannes Grand Prix for its Ikea "Lamp" spot, as well as a Media Lion for brewer Molson and a Press & Poster Lion for BMW Mini Cooper's "Ride." It also won the Grand Prize Kelly Award, given by the Magazine Publishers of America. And in June the agency shared the Grand Effie, given out by the American Marketing Association.

Richard Parsons

Chairman-CEO, Time Warner

This was the year in which control at the media superpower was consolidated in the hands of one man, as Parsons, already CEO, added the chairmanship to his responsibilities, replacing Steve Case. Parsons seems to have consigned the company's accounting difficulties to history and, most important, was brave enough to admit to and correct a colossal branding blunder. AOL Time Warner became plain old Time Warner again. The Internet division is no longer the driving force, Parsons is, and -- notwithstanding the company's myriad issues -- it looks to be in good hands.

Bonnie Fuller

Executive Vice President-Chief Editorial Director, American Media

After resurrecting Wenner Media's Us Weekly as the cheeky scrapper that made Time Inc.'s People seem staid, and getting so much credit for it that Gwyneth Paltrow called her "the devil" for ratcheting up tabloid thirst for candid celeb photos, Fuller leapt out of the fire and into the arms of David Pecker at American Media, where her first project has been to Fuller-ize the tabloid The Star. She is also exploring a TV venture. Watch out Gwyneth ... or watch out Bonnie. Even Pecker conceded Star's newsstand sales had yet to show increases -- in stark contrast to her track record elsewhere.

Yao Ming

Center, Houston Rockets

The new star of sports marketing was the 7-foot-5 NBA rookie, who hawked Gatorade, Apple's PowerBook, Pepsi-Cola and Visa's check card ("Yo!" "Yao!"). Given that he hails from China, a country with a population of 1.3 billion, Ming's power as an endorser, marketers hope, will eventually extend beyond the U.S. He sued the Chinese government for allowing his face to be used on a Coke can, fearing it would harm his U.S. relationship with PepsiCo. It's the first time a Chinese athlete has tested whether he is entitled to individual rights outside of the team's and government's interests.

SpongeBob Squarepants

Who lives in a pineapple under the sea? and is Nickelodeon's key contributor to its licensing-fee coffers? Why, SpongeBob, of course. The lovable nerd racked up $750 million in sales of licensed merchandise after just three years on the air. Kraft, Nabisco, Ford Motor Co. and Burger King have used him for tie-ins. An on-campus promo worked because 20% of viewers for the No. 1-rated children's show are college students. Even Mitsubishi used SpongeBob's theme song to underscore its Endeavor SUV. Oh, and then there was the "Is he gay?" debate in a national newspaper. A phenomenon that won't go away.

Carson Kressley

Fashion Expert

Queer Eye for the Straight Guy

Some might say that he's at about 14 minutes and 32 seconds, but fans would point to his star quality and quick wit and say 2003 was just the beginning for Kressley. Queer Eye for the Straight Guy, Bravo and NBC's surprise hit of the summer, is not only having an impact on ratings, it's boosting mall traffic as well. He topped the list of celebrity endorsers people would buy product from, according to research by Jericho Communications. Retailer Pier One hopes to cash in on the trend, recently announcing it will replace actress Kirstie Alley as its spokeswoman in favor of Queer Eye design guru Thom Filicia.

Sharpening Your Conversation Skills

By: Brian Tracy

"The more reasons you have for achieving your goal, the more determined you will become."– Brian Tracy

There are three aims and purposes of conversation. The first is the plain enjoyment and pleasure of self-expression and interaction with other people. One of the most enjoyable things we ever do is to spend time with people we like and whose company we find stimulating. This potential pleasure is the driving force behind all of our social activities. We like to get together with people with whom we have a lot in common and just share ideas, letting the conversation go where it will.

The second aim or purpose of conversation is to get to know the other person better. In sales, and in all kinds of business, you require prolonged exposure to another person in order to get a feel for how he or she thinks, feels and reacts. This can’t be accomplished in a short meeting.

The third aim of conversation is to build trust and credibility between the two people. This is perhaps the most important thing we do as we proceed through life and it is only possible with the kind of continuous conversation that reveals us to each other. In our personal relationships, there is no substitute for extended periods of conversation in the development of friendships and more intimate relationships. People who get along very well together have almost invariably spent a lot of time just talking about various subjects as they come up.

One of the very best ways to learn about another person is to spend unbroken time in their company. I’ve found that a two- or three-hour car trip is one of the most revealing experiences you will ever have with another human being. People who have gotten along well for many years, working or socializing together in brief stints, will often find that an extended car trip brings out elements of their personalities that they did not know existed.

Before you enter into any serious business or personal relationship with anyone, you should spend several hours with them experiencing the ebb and flow of sustained conversation. It’s amazing what you will learn.

Many people think that the art of good conversation is to speak in an interesting and arresting fashion, to be noted for your humor, ability to tell stories and your general knowledge of a variety of subjects. Many people feel that, if they want to be better at conversation, they must become more articulate, outgoing and expressive. They must become better talkers.

Nothing could be further from the truth. As you’ve heard many times before, we come into this world with two ears and one mouth and we should use them in that same proportion. In conversation, this simply means that you should listen twice as much as you talk if you want to get a reputation for being an enjoyable person with whom to converse.

The art of good conversation centers very much on your ability to ask questions and to listen attentively to the answers. You can lace the conversation with your insights, ideas, and opinions, but you perfect the art and skill of conversation by perfecting the art and skill of asking good, well-worded questions that direct the conversation and give other people an opportunity to express themselves.

Ask open-ended questions that cannot be answered with a simple “yes” or “no.” Open-ended questions encourage the speaker to expand on his thoughts and comments. And one question will lead to another. You can ask open-ended questions almost endlessly, drawing out of the other person everything that he or she has to say on a particular subject.

In order to be an excellent conversationalist, you must resist the urge to dominate the discussion. The very best conversationalists seem to be low-key, easy-going, cheerful, and genuinely interested in the other person. They seem to be quite content to listen when other people are talking and they make their own contributions to the dialogue rather short and to the point.

In fact, good conversation has an easy ebb and flow, like the tide coming in and going out. Whether it is between two people or among several, the conversation should shift back and forth, with each person getting an opportunity to talk. Conversation in this sense is like a ball that is tossed from person to person, with no one holding on to it for very long.

If you feel that you have been talking for too long, you should stop and ask a question of someone in the group. You will be tossing the conversational ball and giving that individual an opportunity to converse.

Listening is the most important of all skills for successful conversation. Many people are very poor listeners. Since everyone enjoys talking, it takes a real effort to practice the fundamentals of excellent listening and to make them a habit.

Here are the four major rules for active listening in a conversation. They will work for you whether you are conversing with a sales prospect, a business associate, your manager or a friend or member of your family. They are powerful, practical and proven techniques to increase your influence with other people dramatically. The first key to effective listening is for you to listen attentively, without interruptions. When you pay close attention to another person, you convey to that person that you very much value what he or she has to say. This is very flattering to your conversation partners, and they will respond warmly to your attentiveness.

The major reason why most people are poor listeners is that they are busy preparing a reply while the other person is still speaking. In fact, they are not even listening closely to what the other person is saying. They are very much like boxers waiting for the other person to let their guard down so they can jump in with a quick verbal punch and take over the conversation.

But this is not for you. Effective listening requires that you lean slightly forward, face the other person directly, and hang on every word. Listen as though there were nothing else in the world more fascinating to you than what the other person is saying. The very best listeners seem to have developed the knack of making the person who is speaking feel as if he or she were the only person in the world. Good conversationalists can even do this in the middle of a crowded room.

In addition to listening without interrupting, you should also nod, smile and agree with what the person is saying. Be active rather than passive. Indicate that you are totally engaged in the conversation. Make eye contact as the other person talks. Relax your body and, if you are standing, allow your weight to roll forward onto the balls of your feet. Only you will know that you have done this, but the overall impression you will give is that your whole energy is now forward and focused on what the speaker is saying. The second key to effective listening is to pause before replying. A short pause, of three to five seconds, is a very classy thing to do in a conversation. When you pause, you accomplish three goals simultaneously.

First, you avoid running the risk of interrupting if the other person is just catching his or her breath before continuing. Second, you show the other person that you are giving careful consideration to his or her words by not jumping in with your own comments at the earliest opportunity. The third benefit of pausing is that you will actually hear the other person better. His or her words will soak into a deeper level of your mind and you will understand what he or she is saying with greater clarity. By pausing, you mark yourself as a brilliant conversationalist.

The third key to effective listening is to question for clarification. Never assume that you understand what the person is saying or trying to say. Instead, ask, “What do you mean, exactly?” This is the most powerful question I've ever learned for controlling a conversation. It is almost impossible not to answer. When you ask, “What do you mean?” the other person cannot stop himself or herself from answering more extensively. You can then follow up with other open-ended questions and keep the conversation rolling along. The fourth key to effective listening is to paraphrase the speaker’s words in your own words. After you’ve nodded and smiled, you can then say, “Let me see if I’ve got this right. What you’re saying is . . .”

By paraphrasing the speaker’s words, you demonstrate in no uncertain terms that you are genuinely paying attention and making every effort to understand his or her thoughts or feelings. And the wonderful thing is, when you practice effective listening, other people will begin to find you fascinating. They will want to be around you. They will feel relaxed and happy in your presence.

The reason why listening is such a powerful tool in developing the art and skill of conversation is because listening builds trust. The more you listen to another person, the more he or she trusts you and believes in you.

Listening also builds self-esteem. When you listen attentively to another person, his or her self-esteem will naturally increase. Finally, listening builds self-discipline in the listener. Because your mind can process words at 500-600 words per minute, and we can only talk at about 150 words per minute, it takes a real effort to keep your attention focused on another person’s words. If you do not practice self-discipline in conversation, your mind will wander in a hundred different directions. The more you work at paying close attention to what the other person is saying, the more self-disciplined you will become. In other words, by learning to listen well, you actually develop your own character and your own personality.

The final key to becoming a great conversationalist is to practice the friendship factor. The friendship factor is based on the three Cs of caring, courtesy and consideration.

You’ve heard it said that, “People don’t care how much you know until they know how much you care.” Caring is the catalyst in all good relationships. The people you like the best and who like you the best are the ones with whom you have the most caring relationships. Whenever you show another person that you genuinely care about him or her, you come across better as a conversationalist and as a friend. The second C in the friendship factor is courtesy. It is a magic quality of politeness that causes people to want to be around you. All good conversationalists make other people feel calm and comfortable in their presence. They never do or say anything that could hurt of offend the other person in any way. They are continually diplomatic and they keep their concerns and irritations to themselves. They always remain warm and friendly on the outside. The third C in the friendship factor is consideration. One of the major sources of positive emotions is the feeling that we are respected and considered highly by other people. Whenever you treat another person as an important and worthwhile human being, you trigger this consideration factor. You show that you not only value the conversation, but you value the speaker as well.

Becoming a good conversationalist is based on learning and practicing the Golden Rule. This simply says that you treat other people the way you would like them to treat you. Just as you would like other people to ask you questions about yourself and to listen attentively to you when you talk, others would like the same courtesy extended to them. Remember, the purpose of conversation is not to dominate, control, or be right. The purpose of conversation is to enjoy yourself and to make sure that others enjoy themselves when they are with you.

Cara Berpikir Orang Sukses

"Successful people think differently than unsuccessful people"

Ungkapan ini berusaha menjelaskan bahwa perbedaan utama antara orang sukses dan orang gagal ada pada cara berpikirnya. Mereka yang sukses adalah mereka yang selalu menggunakan kekuatan berpikir untuk terus memperbaiki hidupnya sehingga lebih baik.

Orang-orang yang sukses ini adalah mereka yang memiliki tipe berpikir positif. Tipe berpikir orang-orang sukses ini adalah:

1. Big picture thinking bukan small thinking

Cara berpikir ini menjadikan mereka terus belajar, banyak mendengar dan terfokus sehingga cakrawala mereka menjadi luas.

2. Focused thinking bukan scattered thinking

Sehingga dapat menghemat waktu dan energi, loncatan-locatan besar dapat mereka raih.

3. Creative thinking bukan restrictive thinking

Proses berpikir kreatif ini meliputi: think-collect-create-correct-connect.

4. Realistic thinking bukan fantasy thinking

Memungkinkan mereka meminimalkan risiko, ada target & plan, security, sebagai Katalis dan memiliki Kredibilitas.

5. Strategic thinking bukan random thinking

Sehingga simplifies, customize, antisipatif, reduce error and influence other dapat dilakukan.

6. Possibility thinking bukan limited thinking

Mereka dapat berpikir bebas dan menemukan solusi bagi situasi yang dihadapi.

7. Reflective thinking bukan impulsive thinking

Memungkinkan mereka memiliki integritas, clarify big picture, confident decision making.

8. Innovative thinking bukan popular thinking

Menghindari cara berpikir yang awam untuk meraih sesuatu yang lebih baik.

9. Shared thinking bukan solo thinking

Berbagi pemikiran dengan orang lain untuk mendapatkan hasil yang lebih baik.

10. Unselfish thinking bukan selfish thinking

Memungkinkan mereka berkolaborasi dengan pemikian orang lain.

11. Bottom line thinking bukan wishful thinking

Berfokus pada hasil sehingga dapat meraih hasil berdasarkan potensi pemikiran yang dimiliki.

Sumber: THINKING FOR A CHANCE oleh JOHN C. MAXWELL, WARNER BUSINESS BOOKS (2003)

10 Commandments of Successful and Competitive Brand

From Thomas Gad “4-D Branding”

1. Brand with a future is created in a person's mind

2. Brand with a future must stand for something, be different (not neceserally to pleasing everybody)

3. Brand with a future is involving like a dear friend.

4. Brand with a future is always regarded as the company's most valuable asset.

5. Brand with a future is used by management to drive the company.

6. Brand with a future is crystal clear about its role in the marketplace.

7. Brand with a future encourages creativity, not least among its customer.

8. Brand with a future enjoys alliance with other brands

9. Brand with a future is best protected by itself (rather than by trademark laws)

10. Brand with a future is a vehicle for the transfer of values ( it is a vehicle to transfer from one product to the derivatives or called as a line extension)

Ten Who Made A Mark on Marketing

Interesting article from AdAge Dec 22, 2003

"10 Who Made A Mark on Marketing"

From The FCC Chairman and Alex Bogusky to Carson Kressley and Yao Ming

A.G. Lafley

President-CEO, Procter & Gamble

It is not Lafley's style to do the evil laugh, but he could have been forgiven a little smirk as a succession of rivals -- Unilever, Colgate-Palmolive, Kimberly-Clark, Georgia Pacific and Playtex -- blamed the Cincinnati slugger for their business bruises this year. Lafley is creating a one-for-the-textbooks marketing titan. Together with his lieutenant, marketing chief Jim Stengel, he has used aggressive pricing, promotions and ads to batter opponents. Now P&G is demanding more creativity from its ad folks and ramping up its marketing efforts beyond the 30-second spot. Expect more bleating from competitors next year.

Michael Powell

FCC Chairman

Powell thinks consumers have enough different news channels to warrant loosening media-ownership rules. So what? So watch this space very carefully. Powell has spent 2003 championing rules that would raise the number of TV households one company can reach and eliminate the newspaper-broadcast cross-ownership ban. His influence might have been felt even more keenly had it not been for Michael Copps, a commissioner and Democrat who tried to keep the issue in the public eye; Media Access Project, which called for Congress to roll back the rule changes; and the Senate, which postponed a vote on the rule until January.

Steven J. Heyer

President-Chief Operating Officer, Coca-Cola Co.

Not since former P&G CEO Ed Artzt chastised the marketing business for "missing the boat" on the Internet have one man's words so shaken the industry. Heyer's speech at Advertising Age's inaugural Madison & Vine conference sparked a sea change in the way many see the industry's future. "We can drive awareness, differentiation and interest for you just as you do for us. ... And maybe, charge you like you charge us." He called for the development of a new model, because, he said, the old one "will simply collapse." Heyer may well go down as the founding father of Madison & Vine.

Ann Fudge

CEO, Young & Rubicam

It's hard to say what impact Fudge has had on Y&R since she took the helm of the agency in May. At the time, she said she had "no master plan" and touted her intention to listen to her people and clients. So far, so good: Clients haven't walked out (or in, either) and staffers seem to be developing a loyalty to their leader. Fudge's appointment as the first African-American woman to take the helm of a major global ad agency shattered a glass ceiling. But the former president of Kraft's Maxwell House and Post divisions won't be content with just landing the role -- expect to hear a lot more from her in 2004.

Alex Bogusky

Executive Creative Director, Crispin Porter & Bogusky

The youthful creative partner of a Miami-based shop, no matter how swoon-worthy, would seem an unlikely candidate for a people-of-the-year list. But when you steer a shop that swept every major award show, you become an automatic choice. Crispin Porter & Bogusky snagged the Cannes Grand Prix for its Ikea "Lamp" spot, as well as a Media Lion for brewer Molson and a Press & Poster Lion for BMW Mini Cooper's "Ride." It also won the Grand Prize Kelly Award, given by the Magazine Publishers of America. And in June the agency shared the Grand Effie, given out by the American Marketing Association.

Richard Parsons

Chairman-CEO, Time Warner

This was the year in which control at the media superpower was consolidated in the hands of one man, as Parsons, already CEO, added the chairmanship to his responsibilities, replacing Steve Case. Parsons seems to have consigned the company's accounting difficulties to history and, most important, was brave enough to admit to and correct a colossal branding blunder. AOL Time Warner became plain old Time Warner again. The Internet division is no longer the driving force, Parsons is, and -- notwithstanding the company's myriad issues -- it looks to be in good hands.

Bonnie Fuller

Executive Vice President-Chief Editorial Director, American Media

After resurrecting Wenner Media's Us Weekly as the cheeky scrapper that made Time Inc.'s People seem staid, and getting so much credit for it that Gwyneth Paltrow called her "the devil" for ratcheting up tabloid thirst for candid celeb photos, Fuller leapt out of the fire and into the arms of David Pecker at American Media, where her first project has been to Fuller-ize the tabloid The Star. She is also exploring a TV venture. Watch out Gwyneth ... or watch out Bonnie. Even Pecker conceded Star's newsstand sales had yet to show increases -- in stark contrast to her track record elsewhere.

Yao Ming

Center, Houston Rockets

The new star of sports marketing was the 7-foot-5 NBA rookie, who hawked Gatorade, Apple's PowerBook, Pepsi-Cola and Visa's check card ("Yo!" "Yao!"). Given that he hails from China, a country with a population of 1.3 billion, Ming's power as an endorser, marketers hope, will eventually extend beyond the U.S. He sued the Chinese government for allowing his face to be used on a Coke can, fearing it would harm his U.S. relationship with PepsiCo. It's the first time a Chinese athlete has tested whether he is entitled to individual rights outside of the team's and government's interests.

SpongeBob Squarepants

Who lives in a pineapple under the sea? and is Nickelodeon's key contributor to its licensing-fee coffers? Why, SpongeBob, of course. The lovable nerd racked up $750 million in sales of licensed merchandise after just three years on the air. Kraft, Nabisco, Ford Motor Co. and Burger King have used him for tie-ins. An on-campus promo worked because 20% of viewers for the No. 1-rated children's show are college students. Even Mitsubishi used SpongeBob's theme song to underscore its Endeavor SUV. Oh, and then there was the "Is he gay?" debate in a national newspaper. A phenomenon that won't go away.

Carson Kressley

Fashion Expert

Queer Eye for the Straight Guy

Some might say that he's at about 14 minutes and 32 seconds, but fans would point to his star quality and quick wit and say 2003 was just the beginning for Kressley. Queer Eye for the Straight Guy, Bravo and NBC's surprise hit of the summer, is not only having an impact on ratings, it's boosting mall traffic as well. He topped the list of celebrity endorsers people would buy product from, according to research by Jericho Communications. Retailer Pier One hopes to cash in on the trend, recently announcing it will replace actress Kirstie Alley as its spokeswoman in favor of Queer Eye design guru Thom Filicia.

How to Build a Network

Author : anonymous.

Developing a Powerful and Caring Network

There are several ways to build your network. Let's talk about two categories that are common for entrepreneurs. The first is building a network to grow within your current business. The second category is starting fresh in a new business or industry. Both of these categories share similarities and I'm sure in the right situation are entirely interchangeable. One of the greatest joys of being an entrepreneur is creating and maintaining your network. Some of the most successful and fulfilled people I know have a powerful network of family, friends, associates and contacts. It follows that the most successful businesses have the strongest networks. A good friend of my families always used to say proudly that in fifteen years of business he had only lost one client, "but that was our choice not theirs" he added. When asked how he managed to keep his clients for so long he told us that he really cared about their businesses and made sure he spoke to them often about how he could help them improve. He understood the principles of networking very well. "Share you time, knowledge and offer your help" he said, "and becompassionate towards your clients".

Creating Momentum in an Existing Network

Become a master of your trade. Learning all there is to know about your industry or business may be impossible but most of us have the ability to master the basics and keep current on the most relevant stuff. This is important if you are going to try to create a reciprocal network of people to work with. You need to understand how your business works, who your market is and what the factors that influence success and failure are.

What it doesn't mean is that you become a know-it-all who can't wait to interrupt others with your version of the day's news. Becoming a master of your trade allows you to make better decisions about who needs to be part of your network and what knowledge you need to be able to include yourself in positive communication. Interesting people are often included in senior discussions, asked to deliver workshops and invited to speak at seminars.

This is not a difficult as you might think it is. Initially it will take some time to gather the necessary knowledge required to feel confident about speaking with others about your area of expertise. After essentially blundering into a position some years ago I found myself not knowing much about the industry I was working in. I realized that my good luck would run out soon if I didn't demonstrate to the rest of the team that I actually knew what was going on in our segment of the market. For about 6 weeks I would go into the office about an hour early and read every newsletter, article and book I could find on the subject. Gathering this information soon paid off. After just two months with this company I was delivering information workshops to our partners, vendors, journalists and even the company's board of directors. This put me in touch with hundreds of new people every month and my network grew from almost zero to a thousand in less than a year.

Share your knowledge actively. Giving of yourself will always bring positive results. Sharing your knowledge or wisdom is one of the greatest ways we can give others something good.

In one of my first jobs I was fortunate enough to have a boss who lived by the principle "if you want to succeed make sure you help everyone around you succeed too". As I was still new to the industry she went out of her way to send me interesting articles or highlighted sections in books and magazines. I caught the bug and was soon forwarding great news pieces and dropping interesting articles on others desks. It was amazing how many good things happened from this simple way of sharing knowledge. In one particular case I started a magazine exchange with a very bright senior consultant working for big broadcast company that shared our office building. This constant exchange brought us closer and years later he accepted the position of CEO for a media company I had foundered.

The important part of idea sharing is making it relevant. Nobody wants to receive more junk mail or spam so be aware of the relevance of the knowledge you share has to the recipient. It might be really interesting for you but might not hit the same buttons for the other guy. Keep connecting on the basis of shared interest and in the interest of sharing knowledge.

Being a Skilled Communicator

Many people believe that it's their technical skills or better yet – the skills they don't possess - that prevent them from professional success. Work experience is thought by some to be the deciding factor in whether individuals move up the internal ladder or even get their feet in the proverbial door. While technical skill sets and experience will always be important when companies are making hiring or promotional decisions, possessing good communication skills can be the ultimate qualifier in deciding whether or not to move someone forward.

In those instances where two or three individuals of similar skills interview for the same job, its been shown that the individual who is often extended the offer is the one who communicates the best. In fact, there are times that an individual with a lesser skill set will get the job simply because of his or her communication abilities. If you communicate well, you have the competition beat by a mile. The question then is whether or not you're fostering good communication in everything you do.

There are some key elements that go into being a good communicator. Most importantly, you must take a sincere interest in what others have to say, regardless if you find the information boring or irrelevant. Unfortunately what sometimes happens is that we perceive our conversational partner to be saying "the same ole same ole" and we tune out. Ironically, this action can sometimes precede a brilliant idea that is completely missed because we've chosen to absent ourselves mentally.

Good communicators know fundamentally that putting in time to ask the right questions and really listen to the answers is never time wasted. Are your communication abilities influenced at all by whether or not the person you're communicating with can help YOU? Do you communicate more respectfully with top-level executives than you do your peers? Are your motivations to communicate influenced by how much money a potential customer has to pay you? If so, it might be time to rethink your motivations.

Making others feel special is at the heart of communication success. When others feel validated and heard, they usually respond in kind. It's the old reciprocity idea: If you treat me well, I'll treat you well. Good communicators pick up on the little things that are important to others and remember important dates, events, and names. If you're not good at doing these things, you can never give in to your weakness. Get better at it! Practice!

Good communicators take the time to take the time. Do you hurry others along when they speak because you have more important things to do? Do you stare at your computer screen when others are talking to you, assuring the other person that you're really listening? Studies have shown that if there's a contradiction between one's words and one's actions, the truth is perceived to lie in the actions. Make sure your nonverbal communication isn't thwarting your good verbal intentions. Because work environments change on a continual basis, part of being a good communicator involves rolling with the punches. Your ability to make decisions that are well thought out and based on fact, not simply speculation or emotion, will be recognized as a valuable asset. If you need more information before you can move forward, ask for it. If you're confused by what you hear, ask for clarification. Make no assumption that asking for something makes you look foolish or stupid. Good communicators ask a lot of questions and then take action toward goals that will benefit both themselves and others. Remember: We are all works in progress.

By taking incremental steps to improve your communication effectiveness, you'll reap long-term professional rewards...Good Luck!