Home' Trinidad and Tobago Guardian : July 18th 2013 Contents Keep company's social
media accounts safe
It s happened to high-profile companies
like McDonalds and Jeep; hackers take control
of corporate social media accounts and send
inappropriate messages to tens of thousands
of followers. Don t let it happen to your com-
pany. Take these precautions:
Get serious about passwords. Don t let
social media managers choose their own
passwords ("password" is still commonly
used). Instead, use a social media management
system that allows employees to log in with
the same username and password used for
company email. That way the master switch
for turning accounts on and off remains in
IT s hands.
Centralise channels. Consolidate all your
accounts within a single system that allows
users to publish to multiple profiles on Twitter,
Facebook, LinkedIn and other networks from
one secure interface.
Offer basic social media education. Just a
little can go a long way. Provide training on
security and compliance issues.
(Adapted from "Hack-Proof Your Compa-
ny s Social Media" by Ryan Holmes)
Make your marketing
In an age when consumers decide within
seconds whether or not to abandon a web-
site, marketers need to maneuver and adapt
in real time. Here are three ways to pick
up the pace:
Test and learn. Set up experiments that
help you learn about your customers and
constantly adjust your approach as you get
new insights. Start assessing the campaign
even before it ends. If it s clear you re not
influencing 18-to-25-year-olds the way
you wanted, alter it in real time.
Know when to stop. Some marketers
spend weeks chasing the "perfect" solution
when "good enough" will do. Prioritise
speed over quality.
Simplify your results. Don t get bogged
down by reviewing outcomes for weeks.
Rather than reporting dozens of metrics,
focus on the handful that tell you whether
your campaign is working and what you
might do differently next time.
(Adapted from "Four Ways to Market
Like a Startup" by Brian Gregg and Vivian
Build a relationship
with your boss
Your boss has more impact than any other
person on your success or failure at work.
When starting a new job, it pays to invest
in this relationship. Here s how to get off on
the right foot:
Don t stay away. Even if she gives you a
lot of freedom, resist the urge to take it. Get
on your manager s calendar regularly to com-
municate any issues you re facing and gather
Don t run down a checklist. Assume she
wants to focus on the most important things
you re trying to do and how she can help.
Focus on no more than three things in each
Clarify expectations early and often. Start
during the interview process then check in
regularly to make sure they haven t shifted.
(Adapted from "The First 90 Days, Updated
Strike the right tone in
No one likes writing a self-appraisal. It s
awkward to write about yourself and difficult
to strike the right balance between boasting
and being humble. When review time rolls
around try doing these things:
Emphasise your accomplishments. Don t
be arrogant but don t downplay your suc-
cesses either. Be clear about what contribu-
tions you ve made to the business.
Acknowledge mistakes; carefully. Put the
best possible spin on problem areas, noting
them as faults you want to work on and sign-
posts for what you should do going forward.
Keep the focus on you. It can be tempting
to talk about others---especially if they re
hindering your progress---but remember this
is about you. Don t be defensive or criticise
your colleagues. (Adapted from "How to Write
the Dreaded Self-Appraisal" by Amy Gallo.)
Influence others by
listening to them
People don t like being pushed, or even
nudged, to do something. So when you need
others to take action---change their behavior,
adapt a new strategy---don t force them.
Instead, inspire them to commit. The best
way to do this is to listen, without your own
needs and biases getting in the way. Try to
understand your colleagues point of view.
Resist the urge to defend yourself, explain
yourself or offer quick fixes. You can help
more effectively later, when the time is right,
if you don t prejudge what they need (which
might be very different from what you think).
Instead, remember that you are listening to
Ask questions like: What does that mean
for you? How do you feel about it? What s
your perspective on it? This is listening of
the highest order.
(Adapted from "For Real Influence, Listen
Past Your Blind Spots" by Mark Goulston
and John Ullmen.)
BG16 | COMMENTARY
BUSINESS GUARDIAN www.guardian.co.tt JULY 2013 • WEEK THREE
TIPS & TALKING POINTS
Does using a smartphone make you
47%: In an experiment, people who
had been using smartphone-
sized iPod Touch devices were
47% less likely than desktop users to get up to try to
find out why a researcher hadn't come back after
leaving the room to fetch paperwork so that partici-
pants could be paid. And of those who did take ac-
tion, the iPod Touch users took 44% longer than
desktop users to get up and look for the researcher.
The research suggests that your hunched posture
as you use a smartphone-sized device for just a few
minutes makes you less likely to engage in power-
related behaviours than people who have been
using desktop computers, say research fellow
Maarten Bos and Amy Cuddy of Harvard Business
(Source: Working Knowledge.)
Why women are better than men at
10%-40%: When women were shown
images of unfamiliar people, eye-
tracking technology showed that
they fixed upon the faces 10% to 40% more times
than men did, suggesting that women's ability to
gather more visual information is what gives them a
better memory for faces, says a team from McMas-
ter University in Canada led by Jennifer J Heisz. In
learning new faces, females seem more likely to di-
rect their gaze to highly informative regions, such as
the eyes. Past studies have shown that women typ-
ically perform better than men in facial-recognition
(Source: Psychological Science.)
Do you work while you eat?
50%: People who were making and
tasting lemonade while memo-
rising a seven-digit number
ended up with a 50% higher sugar concentration in
the drink than people who were memorising just
one number, say Reine C van der Wal of Radboud
University Nijmegen and Lotte F van Dillen of Leiden
University, both in the Netherlands. This and other
experiments suggest that dealing with a cognitive
load dulls the experience of taste (not just sweet
but also salty and sour), leading people to drink or
eat more in order to obtain a pleasurable experience.
Abstaining from cognitive activities during meals
may enhance taste perception and limit overcon-
sumption, the researchers say.
(Source: Psychological Science.)
@2013 Harvard Business School Publishing Corp. (Dis-
tributed by The New York Times Syndicate.
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