Getting Started. Most webmasters are familiar with HTML tags on their pages. Usually, HTML tags tell the browser how to display the information included in the tag. For example, <h1>Avatar</h1> tells the browser to display the text string "Avatar" in a heading 1 format. However, the HTML tag doesn't give any information about what that text string means—"Avatar" could refer to the hugely successful 3D movie, or it could refer to a type of profile picture—and this can make it more difficult for search engines to intelligently display relevant content to a user. Schema.org provides a collection of shared vocabularies webmasters can use to mark up their pages in ways that can be understood by the major search engines: Google, Microsoft, Yandex and Yahoo!
1. 1a. Your web pages have an underlying meaning that people understand when they read the web pages. 1b. itemscope and itemtype Let's start with a concrete example. To begin, identify the section of the page that is "about" the movie Avatar. Back to top 1d. The Untapped Power of A Diverse Workplace by Deb Dagit on Prezi. All Products Are Conversations.
Why We're All in Sales - HBR IdeaCast. An interview with Daniel Pink, author of To Sell Is Human and the article A Radical Prescription for Sales. Download this podcast JUSTIN FOX: Welcome to the HBR IdeaCast from Harvard Business Review. I’m Justin Fox, and I’m talking today with Daniel Pink, writer, thinker, speaker, and, it turns out, salesman. He wrote a piece for HBR last year called “A Radical Prescription for Sales.” And now we has a new book out, To Sell is Human– The Surprising Truth About Moving Others. Dan, welcome to IdeaCast. DANIEL PINK: Justin, it’s great to be with you here in the studio. JUSTIN FOX: So, sales. DANIEL PINK: Well, what I did is, I unpacked my calendar, went back and looked at what I’d done for the previous two weeks. And when you actually tease it all out, I’m spending an enormous amount of time selling. JUSTIN FOX: And you see this in the book there’s still this when you say the word sales, there’s this identification with the hard sell, pushing for the clothes, car dealers, Glengarry Glen Ross.
Intercom. By Alyson Riley | Member, Andrea L. Ames | Fellow, and Eileen Jones What makes a story true? True stories are provable; they are fact, not fiction. And the best true stories resonate because the facts speak to what matters most. Information professionals tell great stories about their work. We chronicle the ways that we drive excellent information experiences, increase customer satisfaction, reduce noise on the interwebs, boost organizational effectiveness, and support business strategy. Great information professionals enhance their storytelling with proof points—we talk about things like page hits, bounce rates, heuristic evaluations, audits, inventories, efficiency in creating and managing content, and the like.
We don’t think so. Spoiler alert! This is a transformation that we’re driving at IBM. True Stories About Content Our work to transform the way that our business thinks about content began by establishing some key truths about the nature of content. So let’s net this out. Cultural change is free on Vimeo | Thinking about Systems. World's Simplest Management Secret. Management books have it all wrong. They all try to tell you how to manage "people. " It's impossible to manage "people"; it's only possible to manage individuals. And because individuals differ from one another, what works with one individual may not work with somebody else. Some individuals thrive on public praise; others feel uncomfortable when singled out. Some individuals are all about the money; others thrive on challenging assignments. Some individuals need mentoring; others find advice to be grating. The trick is to manage individuals the way that THEY want to be managed, rather than the way that YOU'd prefer to be managed.
The only way to do this is to ASK. In your first (or next) meeting with each direct report ask: How do you prefer to be managed? Listen (really listen) to the response and then, as far as you are able, adapt your coaching, motivation, compensation, and so forth to match that individual's needs. And you'll never get that out of a management book. The Key to Malcolm Gladwell's Success. Twitter / pegasustweets: Collaborative Leadersh... The Question All Smart Visualizations Should Ask - Michael Schrage. By Michael Schrage | 1:00 PM March 26, 2013 “A picture is worth a thousand words” may be a lovely cliché, but it’s exactly the wrong way to view visualization.
As admirable as the craft, message, and data-driven artistry of the Edward Tuftes and Stephen Fews may be, successful visualization is less about effectively conveying complex information than creatively provoking human interaction. Infographics should (quite literally) be seen more as interfaces to interpersonal engagement than aesthetically pleasing packages of numbers and analytics. The essential question smart “visualization” and “visualizers” should address is not, “What’s the best and most accessible way of presenting the data?”
But “What kinds of conversation and interaction should our visualization evoke?” Visualization works best when generating situational awareness and contexts that otherwise wouldn’t exist. So I cannot overstress the power and importance of visualizations as portals. Is this unduly harsh or cynical? The Locust Economy. Last week, I figured out that I am a part-time locust. Here’s how it happened. I was picking the brain of a restauranteur for insight into things like Groupon. He confirmed what we all understand in the abstract: that these deals are terrible for the businesses that offer them; that they draw in nomadic deal hunters from a vast surrounding region who are unlikely to ever return; that most deal-hunters carefully ensure that they spend just the deal amount or slightly more; that a badly designed offer can bankrupt a small business. He added one little factoid I did not know: offering a Groupon deal is by now so strongly associated with a desperate, dying restaurant that professional food critics tend to write off any restaurant that offers one without even trying it.
Yet, I’ve used (and continue to use) these services and don’t feel entirely terrible about doing so, or truly complicit in the depredations of Groupon. I, Locust Why locusts? Zombies versus Locusts Locust Dynamics. Systems thinking for middle managers: workplace... The Two Keys to Driving IT Innovation | Thinkin... Why good storytelling helps you design great pr...