Tom Peters: Las 10 claves del talento | vía emprendedoresnews.com


Emprendedores News

Tom Peters es lo que se conoce como un gurú, en todo lo amplio de esta palabra. Es uno de los más influyentes líderes en temas como innovación, creatividad, talento y “nueva” visión corporativa. En su libro “Re-imagina: Talento”, este maestro del management reseña lo que él llama “el kit de supervivencia de la marca personal”. He aquí los 10 atributos claves según el gurú

1. PIENSA COMO EMPRENDEDOR
Sé el jefe de tu propio espectáculo. Reinventa todas las actuaciones para asegurarte de que realmente realcen tu marca personal. Debes actualizar tu “historial”, por lo menos, una vez al año. Imagínate como el CEO de “YO S.A.”. Piensa que hoy sólo estás “prestado” a tu actual trabajo.

2. SÉ SIEMPRE UN “REMATADOR”
Necesitas saber los pormenores de hacer dinero, sea en tu actual trabajo o como el CEO de “YO S.A.”. Conoce los números y mantén la vista pegada en el balance. Aquí lo clave es que tu historial, en la práctica, consiste un 98% en “cerrar el trato”. Como sabe un auténtico hombre de negocios, la vida es vender. “El buen intento” de cerrar una operación, en este caso, no es suficiente.

3. UTILIZA EL MARKETING

Esto no significa poner un anuncio en una revista de alta circulación. El mundo de la marca personal está lejos del viejo mundo den el que permaneciste durante 20 años… en el departamento de crédito y cobranza. Ahora saltarás de proyecto en proyecto, trabajando con desconocidos. Tendrás que venderte de nuevo en cada actuación. Vende tu punto de vista. Vende lo que vales. Vende tu “YO S.A.”.

4. PERSIGUE LA MAESTRÍA
Ya no es suficiente ser bueno en lo que haces y saber las reglas del marketing y el networking. Necesitas ser condenadamente especial en algo de valor económico específico. En una palabra: necesitas exhibir una ¡verdadera maestría! Esto es mucho más que tener una capacitación distinta. Debes trabajar obsesivamente en tu “arte”, como un artista o atleta de elite.

5. FOMENTA LA AMBIGÜEDAD Continuar leyendo «Tom Peters: Las 10 claves del talento | vía emprendedoresnews.com»

Diez desafíos de desarrollo personal en un mundo globalizado


Via Scoop.ithuman being in – perfección

Por José Manuel Vecino

Las tendencias y modas gerenciales, (que se aprovecharon del esnobismo directivo) comenzaron a declinar como opción de mejoramiento en la productividad. De autores como Deming y Goldratt, pasando por Drucker, Tom Peters, Goleman Senge, Porter hasta prahalad y Hamel, Kaplan y Norton y una pléyade de profesores, investigadores y gurús de la administración que llevaron a la cumbre teorías, modelos y herramientas gerenciales como TQM, CRM, BSC, COACHING, MENTORING, OCÉANO AZUL, E-LEARNING (y toda la familia e-).

Amén de los cientos de títulos de mejoramiento empresarial como “Si no está roto rómpalo”, “Quién se llevó mi queso”, “Negocios en la base de la pirámide” etc… vamos pasando ahora a los nuevos protagonistas que recorren los pasillos de las organizaciones; son los nuevos vientos fundados más en los éxitos autobiográficos (Steve Jobs, Branson, Bill Gates, Dell, Trump, etc) que en experiencias colectivas producto de estudios juiciosos pero poco inspiradores.

Via manuelgross.bligoo.com

Start your presentation with PUNCH

The primacy effect, when applied to presentations, suggests that we remember more strongly what happens at the beginning of a presentation. In order to establish a connection with an audience, we must grab their attention right from the beginning. A punchy opening that gets the audience’s attention is paramount. Granville N. Toogood, author of The Articulate Executive also stresses the idea of starting off quickly and beginning with punch. “To make sure you don’t get off on the wrong foot, plunge right in,» he says. «To galvanize the mind of the audience, you’ve got to strike quickly.” There are many ways to strike quickly and start with punch to make a strong initial connection. Conveniently, at least five proven ways to begin a talk form the acronym PUNCH. Some of the best openings include content which is Personal, Unexpected, Novel, Challenging, or Humorous. Some of the best presentations contain at least one or more of these elements.


http://www.presentationzen.com/presentationzen/2010/10/start-your-presentation-with-punch.html

Punch The primacy effect, when applied to presentations, suggests that we remember more strongly what happens at the beginning of a presentation. In order to establish a connection with an audience, we must grab their attention right from the beginning. A punchy opening that gets the audience’s attention is paramount. Granville N. Toogood, author of The Articulate Executive also stresses the idea of starting off quickly and beginning with punch. “To make sure you don’t get off on the wrong foot, plunge right in,» he says. «To galvanize the mind of the audience, you’ve got to strike quickly.” There are many ways to strike quickly and start with punch to make a strong initial connection. Conveniently, at least five proven ways to begin a talk form the acronym PUNCH. Some of the best openings include content which is Personal, Unexpected, Novel, Challenging, or Humorous. Some of the best presentations contain at least one or more of these elements.

PERSONAL
PersonalMake it Personal. I once saw an amazing presentation on work-place safety at a company whose employees have dangerous jobs. The presenter started off his presentation with a high resolution image of some cute children. After talking about how import «our children» are (most people in the audience had children), he confessed that the children on screen were his and that his main concern in his life was being around a great long while to take of them. We all have a responsibility, he said, to our families and to each other to make sure we pay careful attention to safety procedures and rules so that no one’s children here ever have to be told that their mommy or daddy are not coming home. This opening was emotional, personal, and relevant. It got everyone’s attention and set the stage for the presentation. What could have been a presentation simply listing safety rules in bullet points to be scanned now was something far more personal.

There are many ways to make the opening personal, but personal in this case does not mean a long self-introduction about your background complete with org charts or why you are qualified to speak. However, a personal story can be very effective opening so long as it illustrates a key engaging point or sets the theme in a memorable way. Continuar leyendo «Start your presentation with PUNCH»

Building your brand (and keeping your job)

By Josh Hyatt, contributor

FORTUNE — Scott Monty’s personal brand doesn’t take a back seat to anyone else’s — not even that of Ford Motor Co., his employer. «I’m not somebody who can be accused of using Ford’s brand to benefit my own,» says Monty, the car giant’s first global digital and multimedia communications manager. «If anything, the opposite is true.»

Is somebody’s thinking due for a tune-up? Ford Motor Co. (F, Fortune 500) is, after all, the 107-year-old industrial brainchild of the iconic Henry Ford, birthplace of the Model T, originator of the modern assembly line. Scott Monty? He’s a 40-year-old father of two who coined the word used to describe a gathering organized on Twitter: tweetup. (Okay, so it’s hardly in the OMG category. But it beats «staycation.»)

As a former employee at a B-to-B ad agency and at a social-media strategy firm, Monty spent about three years making a name for himself in social networking by blogging about the convergence of marketing, advertising, and PR. When people at Ford approached him in December 2007 he waved them off, saying he didn’t want to leave Boston. Five months later he made a U-turn. By July, he had moved to Detroit. «I knew that I had the ability to leverage my personal brand on behalf of the company,» he says.

When Monty joined Ford, he brought with him 3,500 Twitter followers; he now counts 41,000, conceding that many of those came with the blue oval logo that now accompanies his tweets. But it has been a two-way street. Last year Ford CEO Alan Mulally signaled as much by joining Monty and taking questions from Twitter. «I brought with me a degree of credibility,» Monty says. «I was somebody who wasn’t going to be looked at as a corporate shill.» And he’s kept his Twitter handle as @scottmonty rather than adding the Ford brand. «I was Scott Monty before I came to Ford, and I’ll be Scott Monty after I leave Ford,» he says.


http://money.cnn.com/2010/07/30/news/economy/building_your_brand.fortune/index.htm

By Josh Hyatt, contributor

FORTUNE — Scott Monty’s personal brand doesn’t take a back seat to anyone else’s — not even that of Ford Motor Co., his employer. «I’m not somebody who can be accused of using Ford’s brand to benefit my own,» says Monty, the car giant’s first global digital and multimedia communications manager. «If anything, the opposite is true.»

Is somebody’s thinking due for a tune-up? Ford Motor Co. (F, Fortune 500) is, after all, the 107-year-old industrial brainchild of the iconic Henry Ford, birthplace of the Model T, originator of the modern assembly line. Scott Monty? He’s a 40-year-old father of two who coined the word used to describe a gathering organized on Twitter: tweetup. (Okay, so it’s hardly in the OMG category. But it beats «staycation.»)

As a former employee at a B-to-B ad agency and at a social-media strategy firm, Monty spent about three years making a name for himself in social networking by blogging about the convergence of marketing, advertising, and PR. When people at Ford approached him in December 2007 he waved them off, saying he didn’t want to leave Boston. Five months later he made a U-turn. By July, he had moved to Detroit. «I knew that I had the ability to leverage my personal brand on behalf of the company,» he says.

When Monty joined Ford, he brought with him 3,500 Twitter followers; he now counts 41,000, conceding that many of those came with the blue oval logo that now accompanies his tweets. But it has been a two-way street. Last year Ford CEO Alan Mulally signaled as much by joining Monty and taking questions from Twitter. «I brought with me a degree of credibility,» Monty says. «I was somebody who wasn’t going to be looked at as a corporate shill.» And he’s kept his Twitter handle as @scottmonty rather than adding the Ford brand. «I was Scott Monty before I came to Ford, and I’ll be Scott Monty after I leave Ford,» he says. Continuar leyendo «Building your brand (and keeping your job)»

Think Piece: The Only Competency That Will Matter Is Continuous Learning

by
Dr. John Sullivan

“In a chaotic world, the only competency that matters is continuous learning.”

To improve and extend your career, you need to ponder what the near future holds. While predicting the distant future is tough, looking out a few short years using recent history as your foundation isn’t nearly as difficult. The last two decades have been marked by the radical adoption of technology in nearly every aspect of conducting business. The adoption of technology has eliminated once formidable barriers to entry, brought unrivaled transparency to reality, and accelerated productivity (particularly in the areas of product development and distribution). Given all of the change you have witnessed in the last 20 years, does it really make sense that the same competencies organizations sought out three decades ago will be those most of value moving forward?

I argue NOT!
Characterizing the Last 20 Years

While the adoption of technology has certainly been a major driver of change, there are ultimately four characteristics that define the business environment of the last two decades. Those characteristics are:

1. Continuous churn — frequent cycles of both rapid economic growth and contraction that forced organizations to acquire and shed both talent and entire businesses. Many global organizations were forced to deal with both rapid growth and contraction simultaneously, i.e. churn.
2. Intense global competition — as barriers to entry and competition fell, every firm, even those servicing once tightly defined regional markets, was thrust into a state of unrelenting and intense global competition. In a race for differentiation, technology was leveraged to accelerate product development and innovative delivery, kicking off a never-ending battle that has shortened product development lifecycles and forced innovation throughout all business functions.
3. Rapid obsolescence — with product lifecycles getting shorter and new ways to deliver goods and services arriving daily, information, tools, practices, products, and skills are becoming obsolete at an insane pace. In some industries the knowledge required to produce a product is obsolete by the time the product hits the market. This characteristic impacts not only individuals and organizations, but also entire industries (print publication, photographic technology, communications infrastructure, etc.)
4. Unpredictability foils planning — all of the above characteristics combine to create the fourth: the complexity that volatility in the business environment brings to planning. For industries that make long-term investments (airlines, heavy manufacturing, materials mining, etc.) long-term planning has become largely ineffectual.

The two words that best describe our current state: continuous obsolescence. Years ago, management guru Tom Peters predicted our current state. He called it “managing under chaos.”


“In a chaotic world, the only competency that matters is continuous learning.”

To improve and extend your career, you need to ponder what the near future holds. While predicting the distant future is tough, looking out a few short years using recent history as your foundation isn’t nearly as difficult. The last two decades have been marked by the radical adoption of technology in nearly every aspect of conducting business. The adoption of technology has eliminated once formidable barriers to entry, brought unrivaled transparency to reality, and accelerated productivity (particularly in the areas of product development and distribution). Given all of the change you have witnessed in the last 20 years, does it really make sense that the same competencies organizations sought out three decades ago will be those most of value moving forward?

I argue NOT!

Characterizing the Last 20 Years

While the adoption of technology has certainly been a major driver of change, there are ultimately four characteristics that define the business environment of the last two decades. Those characteristics are:

  1. Continuous churn — frequent cycles of both rapid economic growth and contraction that forced organizations to acquire and shed both talent and entire businesses. Many global organizations were forced to deal with both rapid growth and contraction simultaneously, i.e. churn.
  2. Intense global competition — as barriers to entry and competition fell, every firm, even those servicing once tightly defined regional markets, was thrust into a state of unrelenting and intense global competition. In a race for differentiation, technology was leveraged to accelerate product development and innovative delivery, kicking off a never-ending battle that has shortened product development lifecycles and forced innovation throughout all business functions.
  3. Rapid obsolescence — with product lifecycles getting shorter and new ways to deliver goods and services arriving daily, information, tools, practices, products, and skills are becoming obsolete at an insane pace. In some industries the knowledge required to produce a product is obsolete by the time the product hits the market. This characteristic impacts not only individuals and organizations, but also entire industries (print publication, photographic technology, communications infrastructure, etc.)
  4. Unpredictability foils planning — all of the above characteristics combine to create the fourth: the complexity that volatility in the business environment brings to planning. For industries that make long-term investments (airlines, heavy manufacturing, materials mining, etc.) long-term planning has become largely ineffectual.

The two words that best describe our current state: continuous obsolescence. Years ago, management guru Tom Peters predicted our current state. He called it “managing under chaos.” Continuar leyendo «Think Piece: The Only Competency That Will Matter Is Continuous Learning»

Seth Godin and Tom Peters on giving away content for free


Seth Godin
Image via Wikipedia

I frequently talk about the value of free content as way to reach buyers. If you are a regular reader you’ve seen this riff before.

Conventional wisdom, especially with B2B marketers, has been to only offer valuable information in exchange for contact information. Most companies still insist on requiring an email address in exchange for a white paper via squeeze pages.

See what Seth Godin and Tom Peters have to say on the topic.

If you have trouble convincing your management team to try free information without an email registration, consider telling them that Seth Godin, Tom Peters, and David Meerman Scott all say to try it. Send them a link to this post.

The answers in this video were pulled from longer video interviews. If you haven’t seen them, the full interviews are worth a watch. I interviewed Seth Godin around his book Linchpin and Tom Peters about his book The Little Big Things.

This Inside Look at Marketing video was produced by my friends at VisibleGains.

http://www.webinknow.com/2010/04/seth-godin-and-tom-peters-on-giving-away-content-for-free.html

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