The Dream Hotel is just a few blocks from Times Square and is the latest in new-age chic. The lobby boasts statues of Buddha and a massive, relaxing aquarium. The rooms are feature soothing blue floor lighting, fresh apples for healthy munching and 300 count Egyptian cotton linens(as well as a 37 inch wall mounted plasma TV and a Bose wave radio for those who need a tech fix) But the coup de grace might be Deepak Chopra Ayurvedic healing center focusing on the science of life. OMMMMM…..
7 Habits of Spectacularly Unsuccessful Executives
We often look at what the successful people do and become in order to emulate their success. Sometimes we need to study what we need to avoid. A couple of years ago in Fast Company Magazine, I read an article written by Sydney Finkelstein in which he gave case studies and the attributes of those Spectacularly Unsuccessful Executives. Here is a summary of that article. Do you know someone that is on the way to becoming unsuccessful? Do you possess some of these traits?
The 7 habits of the spectacularly unsuccessful executives are:
1. They see themselves and their companies as dominating their environment.
These CEOs vastly overestimate the extent to which they actually control events and vastly underestimate the role of chance and circumstance in their success. Successful leaders try to shape the future precisely because they know that they can’t dominate the environment. They realize that every company is at the mercy of changing circumstances.
2. They identify so completely with the company that there is no clear boundary between their personal interests and their corporation’s interests.
Instead of treating companies as enterprises that they need to nurture, spectacular failures treat them as extensions of themselves. Successful leaders remember that the company and the projects are separate from themselves.
3. They think they have all the answers.
Leaders who are invariably crisp and decisive tend to settle issues so quickly that they have no opportunity to grasp the ramifications. Successful leaders look for new answers, consulting with everyone involved for all points of view and all consequences.
4. They ruthlessly eliminate anyone who isn’t 100% behind them.
Hesitant managers have a choice: get with the plan, or leave. Successful leaders hire strong people who bring opposing views and use these views to maintain the course, knowing that no one person can know or see everything.
5. They are consummate spokespersons, obsessed with the company image.
Sometimes instead of actually accomplishing things, they often settle for the appearance of accomplishing things. Successful CEOs run the company, not just appear as spokesperson, making sure that real things are accomplished.
6. They underestimate obstacles.
CEOs become so enamored with their vision of what they want to achieve that they overlook or underestimate the difficulty of actually getting there. It takes a lot of courage for a CEO to admit a program is not working. Once a CEO admits to making a wrong decision there will always be people who say that the CEO wasn’t up for the job.
7. They stubbornly rely on what worked for them in the past.
Many CEOs accelerate the decline of the company by reverting to what they regard as tried-and-true methods. It’s usually the one thing they are most known for or the things that make them special. The successful CEO realizes that new methods and new products are needed. No one can rest on the success of the past.
Do you want to know more about this? Sydney Finkelstein’s book is Why Smart Executives Fail, written in 2003.
Big presentation coming up? Take a peek at this book.
Covers the essentials for a great presentation.
*Tell a story
*Don’t tell jokes as a way to begin
*Use powerpoint to add depth, variety and order
*Create powerful sound bites
If only I had this book last year…, September 10, 2005
Reviewer: David (New York)
I’ve seen far too many speakers lose their cool, forget their speeches, and deliver PowerPoint presentations that make my head hurt, and it’s great to finally have a book that teaches you what to do (and, just as important what NOT to do) in order to make a good presentation. Not only is the info solid and helpful, but Wiskup writes like that friend on the airplane who helps you breathe easier while you’re busy hyperventilating. This will definitely be in my briefcase for a long time, and it’s way better (not to mention more portable) than any public speaking classes you could ever take. Highly recommended.
Practical and Useful! A Keeper!, September 4, 2005
Reviewer: armchairinterviews.com (Minnesota)
Fear of speaking in front of a group is the third greatest fear of Americans, according to the book of lists — preceded only by death by fire and death by drowning! Yet in business we are often judged, albeit unfairly, by our ability to present.
Wiskup knows this and does a fine job of helping the reader understand where this fear originates. By understanding the particular hot button that causes your fear to rise up within you and choke your ability to present in a powerful and persuasive way, you begin to understand how to eliminate that fear.
He helps the reader understand the importance of the PSB (Power Sound Bite) to make each presentation memorable. He illustrates the power of these using both classical (“to be and not to be? That is the question!” and “Let them eat cake!”) And contemporary (“You like me, you really like me!,” “The tribe has spoken,” and “You’re fired!”) examples.
Wiskup also correctly identifies a longtime trend in speaking that needs to be in every presenter’s tool kit — the art of storytelling. It is the key to moving a good presentation to a great presentation. Stories can bring out facts and figures, that presented alone, will never move an audience to life in a way that compels action.
Wiskup also identifies six deadly ways to open a presentation — that are probably used in 90% of all your presentations — but you’ll have to buy the book to learn what they are and how to avoid them!
I found this to be a practical useful book that will stay on my bookshelf. Armchair Interviews agrees.
Good passwords are a minimum of eight characters and contain numbers, symbols or punctuation.
Check out this website to protect yourself.
Use a passphrase instead of a password. Then replace some of the vowels with symbols. M@ryh@d@littlel@mb.
If you use the alt key your password will be 99% uncrackable.
The physicist David Bohm, while researching the lives of Einstein, Heisenberg, and Bohr, noticed that their incredible breakthroughs took place through simple, open and honest conversation. He observed, for instance, that Einstein and his colleagues spent years freely corresponding and brainstorming with each other. During these interactions, they exchanged and dialogued about ideas which later became the foundations of modern physics. They exchanged ideas without trying to change the other’s mind and without bitter argument. They always paid attention to each other’s views and established an extraordinary professional fellowship. Other scientists of the time, in contrast, wasted their careers bickering over petty nuances of opinion and promoting their own ideas at the expense of others. They mistrusted their colleagues, covered up weaknesses, and were reluctant to openly share their work.
Why were Einstein and his associates able to collaborate so effectively? How were they able to avoid the mistrust, suspicion, and covering up that which often occurs when a group of people attempt to collaborate together? Why were they able to share their work openly and honestly with each other, while their contemporaries did not? What was their secret?
Einstein and his associates had discovered and used a set of ancient Greek principles of intragroup communication, which was developed by Socrates. Socrates and other Greek philosophers would sit around brainstorming and debating various issues. Their discussions, however, rarely got out of hand. Although hot tempers emerged, the participants were bound by seven principles of discussion Socrates established to maintain a sense of collegiality. Socrates called these principles Koinonia which means “spirit of fellowship.” Their basic principles were:
1) Establish dialogue.
2) Exchange ideas.
3) Don’t argue.
4) Don’t interrupt.
5) Listen carefully.
6) Clarify your thinking.
7) Be honest.
An Entire Sales Team in the Palm of your Hand
4.2 Lbs. – Ultra-light weight for easy portability.
DLP™ Technology, Superior Digital Picture Quality that won’t fade over time.
2000 ANSI Lumens – Superior brightness, and clarity.
Native XGA Resolution
2000:1 – Ultra-High Contrast Ratio
8 Preset Performance Mode
Auto Vertical Keystone Adjustment
3000 Hours Lamp Life (Economy Mode)*
3-Year Limited Warranty, Reliability Guaranteed.
Free 1st year QXchange Service
* 2000 Hours in Standard Mode
Podcasting Monetization Strategies For Marketers
With the growing popularity of podcasting, publishers and marketers around the world are asking themselves how to monetize this content channel.
Today we’ll be taking a look at how marketers can monetize podcasting through enhanced marketing activities.
While publishers might find it relatively easy to integrate podcasting in to their business models without really “creating a revolution”, the opportunities for marketers really go beyond traditional marketing tactics.
To understand the opportunity we need to understand what podcasting brings to the marketing table: the power of voice, delivered directly to our prospects, customers, employees and partners.
While text might still be the most “usable” format and the easiest to consume, voice itself has the unique feature of being able to express emotion and bring personality in to marketing communications.
For marketers, monetizing podcasting won’t come through ad sales or content sales, but through opportunities to enhance their marketing communications with the power of emotion, delivered directly to their receipients.
Here are just some possibilities for you to consider:
a] PR: Audio press releases, messages from company executives, expert interviews and other industry related material, all delivered directly to the media.
b] Direct marketing: Sales letters and other ad creative, delivered in audio and directly to your prospects.
c] Customer Relationship Management and User Support: Personal messages and greetings from company executives, persoanlized messages to key clients by key account managers, educational content and industry interviews, seminar or conference recordings, product support information and tutorials, …
e] Promotion: Achieving additional company/brand/product exposure by providing podcasts and promoting them via podcast directories and search engines.
f] E-commerce: Audio product announcements and presentations, delivered to prospects that opt-in to receive latest product information. In the case of audio products, podcasts can also carry short excerpts or previews of new editions, thus enticing prospects to order.
g] Branding and Prospect Conversion: Educational content and industry interviews that help shorten the sales cycle or generate/improve company credibility and enhance its brand.
h] Advertising in third-party podcasts
The Bitfall Aquadisplay
Sure, even though it’s been around a while and is still only in “simulation” / design mockup status as yet, would you just look at the Bitfall? Come on, how amazing could this thing be in your foyer? Granted, it only does stills or vertical panoramas because of the downward motion direction of the “screen,” but don’t act like you don’t want it in all its 128 nozzle glory, because we know ya do.