How good are your communication skills?

Here is a test you can take to check out how good your communication stills are. They ask some interesting questions.

Survey



The interesting points are being aware of :

• Non verbal communication
• Communicating complex concepts the best way
• giving thought to how you communicate
• listening really well

Sounds simple doesn't it. Take the survey and see how you go! Maybe get your partner to rate you too.

Wheel of life - creating more balance

Do you feel that your life is out of alignment. Sometimes it is worth looking at our life in individual segments and just seeing how much energy we devote to each segment. We can then see where our energy goes and allow adjustments.

(Also called the "Life Wheel")
Finding balance in your life

When life is busy, or all your energy is focused on a special project, it's all too easy to find yourself "off balance", not paying enough attention to important areas of your life. While you need to have drive and focus if you're going to get things done, taking this too far can lead to frustration and intense stress.

That's when it's time to take a "helicopter view" of your life, so that you can bring things back into balance.

This is where the Wheel of Life (or Life Wheel) can help. Commonly used by professional life coaches, it helps you consider each area of your life in turn and assess what's off balance. And so, it helps you identify areas that need more attention.

Figure 1 below shows an example wheel of life with example "dimensions" (we'll explain how to choose the right areas of life or dimensions for yourself below).

The Wheel of Life is powerful because it gives you a vivid visual representation of the way your life is currently, compared with the way you'd ideally like it to be. It is called the "Wheel of Life" because each area of your life is mapped on a circle, like the spoke of a wheel.

Using the Tool

Print out the tool below:

1. Start by brainstorming the 6 to 8 dimensions of your life that are important for you. Different approaches to this are:
   

   • The roles you play in life for example: husband/wife, father/mother, manager, colleague, team member, sports player, community leader, or friend;
     
   • Areas of life that are important to you for example: artistic expression, positive attitude, career, education, family, friends, financial freedom, physical challenge, pleasure, or public service; or
     
   • Your own combination of these (or different) things, reflecting the things that are your priorities in life.
   
   
2. Write down these dimensions down on the Wheel of Life diagram, one on each spoke of the life wheel.
   
   
3. This approach assumes that you will be happy and fulfilled if you can find the right balance of attention for each of these dimensions. And different areas of your life will need different levels of attention at different times. So the next step is to assess the amount of attention you're currently devoting to each area.
   
   Consider each dimension in turn, and on a scale of 0 (low) to 5 (high), write down the amount of attention you're devoting to that area of your life. Mark each score on the appropriate spoke of you Life Wheel.
   
   
4. Now join up the marks around the circle. Does you life wheel looked and feel balanced?
   
   
5. Next it's time to consider your ideal level in each area of your life. A balanced life does not mean getting 5 in each life area: some areas need more attention and focus than others at any time. And inevitably you will need to make choices and compromises, as your time and energy are not in unlimited supply!
   
   So the question is, what would the ideal level of attention be for you each life area?
   
   Plot the "ideal" scores around your life wheel too.
   
   
6. Now you have a visual representation of your current life balance and your ideal life balance. What are the gaps? These are the areas of your life that need attention.
   
   And remember that gaps can go both ways. There are almost certainly areas that are not getting as much attention as you'd like. However there may also be areas where you're putting in more effort than you'd ideally like. These areas are sapping energy and enthusiasm that may better be directed elsewhere.
   
   
7. Once you have identified the areas that need attention, it's time to plan the actions needed to work on regaining balance. Starting with the neglected areas, what things do you need to start doing to regain balance? In the areas that currently sap your energy and time, what can you STOP doing or reprioritize or delegate to someone else? Make a commitment to these actions by writing them on your worksheet.

Rules and ideas for marketers

Good article on Marketing Mag .

Let’s look at some of the fundamental rules and ideas that make us marketers:

1. Understand your target market
2. Understand the competitive landscape
3. Build an offering or position of value and difference
4. Build emotive and pragmatic values that connect your brand and customer
5. Communicate with your target market
6. Persuade them to purchase and refer

Now let’s consider just some of the habits that make us marketers:

1. Reach and frequency are a measure
2. Stay on brand message
3. Simple messages that don’t relate
4. Media choices - Press, TV or Radio spot?
5. Full colour vs 2 colour vs 1 colour print job?

These points don’t seem to be in line with the rules and ideas of marketing. They're just things we do habitually.

So we need a revolution. The Habitual Revolution.

The solution to this marketing problem is easy - organisations and people just need to change!

So here's my Top 10 tips for marketers stuck in a habitual rut:

1. Ask more questions
2. Present and invent new ideas
3. Expect your agencies to innovate
4. Talk to innovative agencies
5. Review your process
6. Take risks
7. Learn
8. Experiment
9. Step out of your comfort zone
10. Look at what other categories are doing

But most of all, just ditch the habits and get back to the fundamentals of marketing

Marketing Strategy Article

As we go forward into a strategic planning phase I thought it might be useful to read some articles about the how and the why.

Here is the first one from MarketingProfs.com
http://www.marketingprofs.com/6/perla20.asp

Here is the other article that I thought I would just paste in.

Marketing Strategy Is the Foundation for Business Successby Linda Popky

In today's business environment, budgets are tight, resources are limited, and organizations are forced to cut corners. The directive is to economize in order to increase profitability or just to remain competitive.
Some organizations are also reacting to a previous over-reliance on high-priced strategy consultants—many of whom have not provided clear value or return on investment—by decreasing the amount of time and resources they put into strategy or strategic processes.
Unfortunately, the failure to first build a solid strategic foundation is counter-productive, risking costly mistakes later on not only for marketing but also for the entire organization.
But today, strategy is out, and execution is in. Witness the popularity of the book by Larry Bossidy (former CEO of Allied Signal) titled Execution: the Discipline of Getting Things Done. First published in 2002, it's now ranked No. 168 on the Amazon.com best-seller list.
This emphasis on execution at the expense of strategy is on the rise in marketing organizations as well. Many executives question the value of spending money for marketing strategy, especially if they have already defined an overall business objective. They want the marketing team to simply go out and execute a marketing plan.
Too often, the success of a marketing plan is judged by the tangible marketing deliverables that the team produces—a series of events, press releases, marketing collateral, websites, etc. Since these deliverables draw attention inside and outside the organization, considerable effort is put into making sure they look good, whether they are hardcopy or web-based.
Packaging, or look and feel, is a key part of deploying a marketing strategy. Many important and on-target messages have been lost because they were delivered in plain-vanilla, or worse, hard-to-read, distracting, or downright ugly packages. However, attractive packaging, when combined with content that is not well thought out (or more importantly, not on target strategically), will fall flat on its pretty little face.
Because a "pretty face" will only go so far, it's extremely important to spend the upfront time to be sure that your marketing programs are built on a solid foundation, that you have nailed down the key elements of your marketing strategy, and your team can clearly articulate them—before going off to create those highly visible (and often highly expensive) marketing deliverables.
Before executing a big-picture strategy, such as "we want to enter XYZ market next quarter with ABC product line," take the time to understand what is required to really make a key marketing initiative successful:
Be sure you really know and understand your target customers, including what motivates them, what causes them pain, and why they would be interested in even considering your solution or offering.
Have a solid understanding of the current market situation. Know the competition, where they are successful, and where they are struggling. (Remember that the status quo can be your biggest competition!)
Play devil's advocate. Ask what could go wrong, what countermoves you can expect from competitors, what obstacles you can proactively plan around. Be honest. The time to consider possible pitfalls is before you begin the project, not once you are stumbling into them.
Once you have done this analysis in a logical and well-thought-out fashion, clearly define your value proposition or unique differentiation. Your positioning should be captured in a neat, organized, succinct manner and communicated throughout the organization. This way you can be sure everyone involved in the initiative, including key vendors and suppliers, will buy into the same messaging, understand it, and be able to use it appropriately in their marketing activities.
What happens if you don't take the time to do this? The answer is quite simple. If you don't understand exactly what you're executing, you may find yourself way down the wrong path fairly quickly. You might be executing a plan effectively—even impeccably—but against the wrong set of objectives. Doing so in marketing can quickly become costly, not only in terms of dollars but also in lost time to market, limited market share, and damage to the corporate reputation.
Consider this analogy: Your organization can spend much time and money getting your team suited up with terrific mountain-climbing gear, instructing them how to use it, and motivating them to go climb a specific mountain... only to eventually find out that you are on the wrong mountaintop—or, worse yet, that you really should not have been climbing mountains in the first place, but deep sea diving instead.
Take the time to ensure you have a well-thought-out, fully developed marketing strategy. It may require more work upfront, but it will pay off in the long run. After all, about the only thing worse than not knowing where you're going is starting out for your destination, only to find out later that it's not really where you want to go.

Living with a Lack of Job Security

Here is a good post from mindtools on coping with job change.

Coping with uncertainty
Some of the people you know may have only had a few jobs – or even one job – in their lives. If so, and they're not working for the government, they're likely to be older than 50, having grown up at a time where company loyalty and hard work provided a steady career and a comfortable pension. They might have spent 20 or 30 years with the same company, never making the break to search for something better, and never having a reason to fear layoffs.
These days, however, the world is much different. As a result of globalization, outsourcing, contracting, downsizing, recession and even natural disaster, "job security" can seem like a thing of the past. People entering the workforce within the past few years may have more than 10 different jobs before they retire. The lack of job security that goes with this is something that almost everyone must face at one time or another, and learning how to cope is essential to being happy, and keeping stress away.
So, how do you deal with this uncertainty?
First, learn how to handle the psychological pressure and stress. It's important to realize that not everyone reacts the same way to job insecurity. Your home life, willingness to adapt to change, and financial situation are much different from those of your colleagues, so don't expect yourself to feel or react like they do: they'll manage stress their own way.
Next, be prepared. It's impossible to know what the future will bring, so preparing in advance can help reduce your worries, because you'll know you've done all you can.
We'll show you what you can do now to deal with the feeling of a lack of job security.
Coping with Stress
Living with constant insecurity can be stressful. Some studies suggest that living with job insecurity – the "fear" of losing your job – can be more harmful to your health than actually losing it. Here, keeping a positive attitude can make all the difference!
If you're stressed about your career, try some of these tips:
Remember the saying "Whenever one door closes, another one opens." Living with uncertainty can be uncomfortable, but you can control how you look at it. It can be an adventure, and the chance to do something new.
If you're a good worker with marketable skills, then you have a lot to offer other potential employers if you get laid off. This is why it's so important to keep your skills relevant and up-to-date.
In today's job market, the technical skills you need can change quickly. So, develop your nontechnical skills as well. If your lack of job security is due to a drop in demand for your technical skills, think "outside the box." What else can you do – and how can you prove that you could learn a new line of work? Look at your track record of being adaptable, your organizational skills (time management, team management, and leadership), and your people skills. For more information, read our Book Insight on "Career Intelligence" by Barbara Moses, and use this site to build solid career skills.
Stress can result from a feeling that you don't have control over your situation. Remember, you ALWAYS have control. It's your life, and it's within your power to change it. If you're afraid that you might get "downsized," then take control and act. Look for lateral transfers within your company, to a different department or even a different branch. Start learning about other departments; perhaps your skills would allow you to do something completely different within the organization. Be PROactive instead of REactive.
If you're part of a team (or if you're leading a team), allow everyone to voice their fears. Communicating and expressing frustrations are important, but don't let these fears dominate the group. This can create negativity and hurt morale. So, have an open discussion, but focus on what you can all do to move forward and cope.
Prove Your Worth
If you were your boss, and you were forced to eliminate one position, who would you lay off: the person who leaves at 5:01 pm each day and complains all the time, or the person who's willing to take on extra work and always has something positive to say?
If you face uncertainty in your field, make sure you give value to your company. You'll have to do more than "just the minimum" if you want to keep your job.
Be willing to stay late to finish a project. Help another team member who's falling behind. Do things to show your boss that you love your job and you'll do what it takes to help the company succeed. This kind of commitment can help to set you apart from the crowd.
Stay Current
Keeping your skills current is essential if you want to offer value to your company. Make sure you're up to date on your industry's certifications and trends. Take outside classes and read trade publications, so that you know what's going on in your field.
Also, think about taking classes that would benefit your role in any company. Skills like effective time management, leadership techniques, and office organization can help you anywhere – no matter what job you're doing.
"Brag" About Yourself
Many people resist talking about their accomplishments because they don't want to boast. But think of it this way: your boss may not know how great you are, or what you're capable of doing, if you don't tell her.
By talking about your accomplishments, you keep him or her informed of your value. For more on how to brag about yourself (without being viewed as arrogant or overconfident), read Getting the Recognition You Deserve.
Keep Your Résumé Up to Date
This is smart for everyone to do, not just those who are actively looking for work (or afraid they might be soon).
When your résumé is current, you can be ready at a moment's notice to apply for a new position – even one within your own company. You won't have to rush to make changes (and risk making mistakes), and you can be sure to present yourself in the very best light. If you wait until the last minute, you might forget an important accomplishment that could mean winning – or losing – the job.
Save Your Money
Few things are more stressful than wondering how you'll pay your bills if you suddenly lose your job. This alone can convince people to accept the first job offer they receive, even if it's not the right match.
Save at least three to six months of living expenses – this can help you take the time you need to find the best opportunity, if you are laid off. It can also give you the resources you need to look further afield, if work dries up in your area. This can help you turn a bad situation into a chance to reevaluate your career, and put yourself onto a new, exciting path.
Key Points
In today's business world, living with job insecurity is a reality for many. But it doesn't have to be stressful and negative.
Preparing yourself for change is a great way to feel better about the situation. Take control by ensuring that your company knows how great you are, and invest time in keeping your skills up to date. And save some money, so you don't have to worry about paying your bills if you do lose your job.
If you do get laid off, remember that the world is full of opportunities. Changing your mindset can go a long way toward reducing your stress. Look at this change as an adventure and as the chance to try something new. Focus on the positive, not on doubt and uncertainty. Remember, your life is what you make of it!

Where should product management be in the company?

Here is an interesting article by Steve Johnson from Pragmaticmarketing.com.


It seems that many corporations try to solve internal process problems by moving people around. But where should they put product management? Is there one perfect organization chart?
It's time for a re-organization. After all, it's been almost 18 months since the last one. But where should we put product management?

It seems that many corporations try to solve internal process problems by moving people around. And product management gets tossed around more than most. Maybe this is because few executives understand the role of product management. Because they don't know what to do with product management, executives find it difficult to find the proper organization within the company. Is there one perfect organization chart?
What is the role of product management?

The primary role of product management is to understand the market. We use field techniques such as cold-calling on prospects, win/loss analysis for recent evaluators, and onsite visits to existing customers. Listening to the market is what we should do at a trade show in addition to (or instead of) working in the booth.

How can product managers be effective without this market information? (Answer: they can't).
With market requirements in hand, we employ research to quantify what we learned in order to build a market-driven market requirements document (MRD). The MRD tells Development about the unsolved problems in the market and elicits their agreement to address those problems in product or features. These same market problems drive our communications messaging and our probing-for-pain questions in the sales cycle.
Evolution of titles
Titles evolve as a company grows. In a small company, everyone does anything and everything. Product planning is done by the president and the developers. With a product in hand, we then hire sales people to find customers for it.

We soon realize that we cannot do all that we want to do without adding some marketing professionals. Startups typically hire marketing communications (marcom) people to create promotional materials. But because marcom typically knows little about technology and the technology buyer, they struggle with messaging. So we hire product management to support marcom with content. Almost 50% of product managers report that they write copy for marcom. And since they're the product experts, the sales channel starts requesting more and more support from product managers for "special" deals, or whenever a sales support rep is unavailable.

Meanwhile, the developers are asking product management for help prioritizing the many customer and sales requests for features. As demands increase for more product management time, the product management role exceeds what can be done by a single person.
So we split the activities into Product Marketing and Product Management and marcom becomes Field Marketing. Field Marketing executes appropriate communication programs to reach the target market. The product management person takes on the role of market sensing: listening for market requirements and writing the business documents for the next products. The product marketing person is tasked to take the resulting product to market. Understanding technology is still key but now the role becomes one of "telling" rather than "listening."
So where should we put product management in the company?

The location of product management in a company is probably irrelevant. Instead, the most important organizational issue is a strong leader with a clear view of the product management role. A strong leader will not let other department heads rely on product management to fill their internal staff limitations. Product management is not sales, communications, or development. Instead, product management serves the business interests of the company by reducing the risk associated with building new products and product releases.

Where do product managers work today?
50% are in the marketing department
22% are in the product management department
16% are in Development or Engineering
only 7% are in a sales department
Marketing. We most often see product management in the marketing department. After all, the primary goal of a marketing department is to drive the product through the sales channel. That is, marketing helps all sales people, never just one. The difference between marketing and sales support is merely one of scale: Marketing helps the entire sales channel; sales support helps individual sales people. Product marketing makes sense in the marketing department.
Product management in the marketing department makes sense only if we can continue to gather requirements to build new products and releases. The challenge of this organization is that we get so close to the sales channel that we become the "source of the best demo" instead of the "source of market information." We must continue our on-going market sensing.
Development. Because product managers write requirements, it often seems logical to house them in the Development group. This creates a team spirit of building tomorrow's product based on what we know is needed in the market. The challenge is keeping product management engaged with the market instead of becoming the "gofer" for developers.

Product. Increasingly we're seeing a Product group reporting to the CEO. The products group contains Development, Product Management and Product Marketing; Field Marketing (formerly marcom) becomes part of the Sales group. The distinction between a Products group and a typical Development group seems to be the resume of the VP; the head of Products must be an advocate of the business of the product, not just the technology behind the product.
Any of these organizations can be successful as long as the product management function is accountable for understanding the market, instead of being "janitor of the product" or "demo boy or girl."
Market-savvy executives rely on product management to identify and quantify market problems. Market-driven product managers serve as the executives? eyes and ears in the market, bringing market information to product planning.

Get Connected

Being in an organisation like HP it is easy to build your networks internally and forget about the wider community. Here are some other marketing networks you might want to consider:



1. Australian Marketing Institute - http://www.aim.org.au/

2.The customer collective - a marketing and sales network http://www.thecustomercollective.com/

3. The network for young marketers - http://www.networxevents.com.au/

4. The marketing association of AUS/NZ - http://www.marketing.org.au/

5. The last Thursday Club - networking for business http://www.lastthursdayclub.net/

6. Network Central -networking for small business - http://www.networkcentral.com.au/

7. Linked in networking for business - www.linkedin.com

If you have any other good networks, please add them.