Secrets to Creating Thought Leadership Content. Everyone talks about wanting to position themselves as a thought leader, but ironically, there's so much noise around the topic that it's hard for anyone to stand out.
Here's the thing about leadership: You're only a leader if people actually follow you. 7 Steps To Transform Yourself From Who You Are To Who You Want To Be. Four Work Habits You Need To Change At Each Stage Of Your Career. I accepted my first management role early in my career, heading up a 15-person team at GE Global Research's semiconductor laboratory.
11 Signs That You're an Incredibly Valuable Employee. How Leaders Hold Employees Accountable. 3 Questions That Are Way Better Than 'What's My Passion?' How to Be Exceptionally Likable: 11 Things the Most Charming People Always Do. Untitled. 4 Factors That Advance Your Career (That Have Nothing To Do With You) 5 Ways You Can Position Yourself As A Leader (Before You Have Any Followers) 9 Ways to Create Winning Thought Leadership. According to the Content Marketing Institute, 86 percent of B2B marketers engage in developing and distributing content as part of their overall marketing efforts.
The reason? It works. Increasingly, we're all in the content game to drive interest and engagement with prospects and customers. Creating a content marketing program is relatively easy and inexpensive. All you need is an idea, some time to write, and a LinkedIn or Medium account to post your articles for free. I recently discussed the topic with Amanda Van Nuys, vice president at Bateman Group, a PR agency with clients such as Google and LinkedIn, to discuss why the best B2B content is thought leadership focused. Does your content pass? 1. Outdated or obscure topics don't do nearly as well as those that already have some buzz. 2. Thought leadership doesn't come from companies, it comes from people. 3. 4. Which article would you rather read: "Big Data Matters" or "Is Big Data Irrelevant? " 5. 6. 5 Ways to Get the Most Out of Criticism. Think of a constructive critique as childhood chickenpox for your ideas.
Sure, getting it is often pretty unpleasant, but sitting through the experience and building up immunity to the issues raised by improving your product, website, marketing materials, or even that important email can save you from coming down with much more serious issues down the road when it really counts. Still, no one would go through chickenpox without a little bit of itch relief, and criticism is the same. There are plenty of ways to get equal or greater benefits with less discomfort. Managing Your Boss. A quarter-century ago, John Gabarro and John Kotter introduced a powerful new lens through which to view the manager–boss relationship: one that recognized the mutual dependence of the participants.
The fact is, bosses need cooperation, reliability, and honesty from their direct reports. Managers, for their part, rely on bosses for making connections with the rest of the company, for setting priorities, and for obtaining critical resources. If the relationship between you and your boss is rocky, then it is you who must begin to manage it. When you take the time to cultivate a productive working relationship—by understanding your boss’s strengths and weaknesses, priorities, and work style—everyone wins.
In the 25 years since it was published, this article has truly improved the practice of management. Tuning In: How to Listen Better - WSJ. Why You May Be Terrible At Giving Feedback. The Emotional Boundaries You Need at Work - Greg McKeown. By Greg McKeown | 8:00 AM July 24, 2014 To develop meaningful and mature relationships at work or at home we need to develop two filters.
The first filter protects you from other people. The second filter protects other people from you. Filter 1: protect yourself from others. I once worked with a manager who gave blunt feedback in perpetuity: “You’re not a grateful person!” Making Yourself Indispensable. Artwork: Vincent Fournier, Space Project: MDRS #04, Mars Society, 2008, U.S.A.
A manager we’ll call Tom was a midlevel sales executive at a Fortune 500 company. After a dozen or so years there, he was thriving—he made his numbers, he was well liked, he got consistently positive reviews. He applied for a promotion that would put him in charge of a high-profile worldwide product-alignment initiative, confident that he was the top candidate and that this was the logical next move for him, a seemingly perfect fit for his skills and ambitions. His track record was solid. He’d made no stupid mistakes or career-limiting moves, and he’d had no run-ins with upper management. As far as Tom could tell, nothing. But how? Learn more about developing your strengths with this slideshow.
It’s pretty easy and straightforward to improve on a weakness; you can get steady, measurable results through linear development—that is, by learning and practicing basic techniques. The Interaction Effect. How to Succeed at Office Politics. Are You Ready For Your Next Promotion? Secrets of Being Promoted and Earning More Money.