13Oct/140

When is the Best Time to Post to Your Social Media Accounts? by Dean DeLisle

Posted by Dean R. DeLisle

This is an age old question, well, as long as social media has been around. We have also had this question in email marketing, since we send over a million emails a month for various campaigns and now thousands of posts for various campaigns and clients. We have developed a variety of posting rotation schedules and the following is what we know.

So one of the things you want to establish first is to take a look your audience. When does your audience respond best? Do they respond in the morning, afternoon, evenings, days of the week or weekends? Depending on your audience this will make all the difference in the world. There are four ways to determine this, (1) condition your audience for delivery of posts and tweets (2) ask your audience what they want (3) test and track response (4) look at competitor sites who target the same people and see when they post and their response rate (based on engagement). Now number three is needed for all cases, and number four is just a good ol’ fashioned marketing technique for any campaign. But remember, you’re also building a community around you or your business so my preference is to ask our primary target when they would like to see our posts and tweets. This builds a better sense of community and rapport with your audience.

For some additional input we have added a link from this year’s Social Media Week – enjoy and let us know how you make out with your audience and what you discover. We would love to share your success with our audience.

The Best and Worst Times to Post to Social Media Week

Read more: http://socialmediaweek.org/blog/2014/07/rules-post-social-media-content/ 

Times are shown for local audience or most relevant audience.

Facebook: End of the week is best time to post

Best time: Between 1 p.m. and 4 p.m.

Worst time: 8 p.m. to 8 a.m. – After 3 p.m. on Friday

Twitter: Monday - Thursday is the best time to post.

Best time: 2 p.m. to 4 p.m. or 8 p.m. to 1 a.m.

Worst time: 5 p.m. to 7 p.m.

LinkedIn: Post before 9am or early during work week

Best time: 7 a.m. to 9 a.m. or 5 p.m. to 6 p.m.

Worst time: 10 p.m. to 6 a.m.

Days: Monday thru Friday and Sunday night! Some have reported Tuesday and Thursday are also optimal days.

Whatever your platform or makeup of your social network, remember that if you have a great relationship with your community they will tune-in and tell you when is the best time to post!

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1Oct/140

The Six Question Process: Coaching For Leaders

Posted by WABC

The Six Question Process:

Dr. Goldsmith explains, The Six-Question process for coaching. This approach works consistently well with senior executives and their teams to create alignment throughout the organization.

Marshall Goldsmith is a proud member of and partner with the WABC. In both 2011 and 2013 he was ranked as one of the Top Ten Business Thinkers in the World – and the highest ranking executive coach – at the biennial Thinkers 50 ceremony in London. He was also the recognized in 2011 as the World’s Most Influential Leadership Thinker. Dr. Goldsmith is the author or editor of 34 books, including the New York Times bestsellers, MOJO and What Got You Here Won’t Get You There.

If you wish to reproduce this article in any material form, you must first contact WABC for permission.
2Jun/140

Are You Doing Things “On Purpose?”

Posted by WABC

By Scott Robinson

Remember the childhood game of Twister?   The bright-colored circles invited the physical challenge of contorting to the twists of fate, according to the spinner’s direction.  Random directions of “left sock blue” or “right hand green” challenged you to resist collapsing before the next fateful spin.

Ask yourself:  is Twister your de facto model for your organization?  True, we are all subject to forces of ever-changing globalization, regulations, and other dynamics.  But are your employees’ day-to-day communications and interactions drifting without focus on a clear purpose?

After all, you are the leader.  You are the steward of your organization’s energy.  You are called to recruit, channel, renew, focus and invest energy from your employees to serve the corporate purpose.  The idea is to imbue purpose into your employees, not only for the feel-good reasons, but for better financial results.

In 2013, Deloitte released a survey, Culture of Purpose:  A Business Imperative. The survey provided results of 1310 employees including 298 executives from for-profit businesses with 100+ employees.  The results were quite telling.  The survey showed 91% of respondents who said their company has a strong sense of purpose also said their company has a history of strong financial performance.  Likewise, 90% of the same respondents said their company performed well over the past year (2012).  Conversely, only 66% reported their company had a history of strong financial performance when the respondents did not have a strong company purpose.  Likewise, only 65% of the same respondents indicated their company had done well over the past year (2012).

But how do you keep fueling on-purpose leadership so employees engage in on-purpose tasks?

One way is the practice of examen, looking back over the past 24 hours.  Spend a few minutes just noticing and not judging.  What arises in your memory?  Was there something especially good?  Was there something unpleasant?   The practice allows you to notice things you might have otherwise overlooked.  You pay more attention to your day.  Doing so, you can better notice and then nourish those practices that feed your organization’s purpose.  Conversely, you notice what deadens and alienates from your organization’s purpose.

Limited to 5 minutes, examen avoids the paralysis of analysis.  The key is reflection without distraction, just ruminating.  For example, you might notice subtle language cues:  “I have to visit a client;” rather than “I get to visit a client.”

The next minute or two involves writing a quick journal entry.  The entry may be a few short sentences, a symbol or picture that has meaning to you.

The last part of the process is to write and commit to one action step you will take in the next 24 hours.  Like Phil Connors of Groundhog Day, one goal at a time, what would you do differently if you had to do it again?  What still needs to happen?  What distracts?

The good news is that the Deloitte survey reinforces that many activities help shape a culture of purpose.  Some of those activities include offering employee development, providing products and services with a meaningful impact for customers and more.  As the leader, you have many bites at the apple to imbue purpose.

The challenge is that non-executive employees score lower than executives when asked about purpose.  The Deloitte survey reports 64% of executives strongly agree that their organization has a strong sense of purpose.  For non-executives, only 52% report their organization has a strong sense of purpose.  Only 39% of non-executives report their organization provides a major positive impact to those it serves.  For executives, this is 50%.

The message?   If you think back to your childhood, the loser in Twister fell down while the winner chose his spots strategically, keeping in mind the purpose and therefore remaining solid.

Scott Robinson, Managing Partner, Robinson Resource Group
 
With over 35 years’ experience in the human capital industry, Scott is a trusted adviser to executives in the C-Suite.  After Scott founded, grew, and lead the largest full service human resources firm in the Midwest, Scott chose a transition of his own, and in 2011 he returned to his entrepreneurial roots to launch Robinson Resource Group, a premier boutique Executive Coaching and Search firm. To learn more about Robinson Resource Group, click here.
Along with being a member of the Worldwide Association of Business Coaches (WABC) and receiving their Registered Corporate Coach™ designation, Scott is a member of the Institute of Coaching Professional Association at McLean Hospital—a Harvard Medical School affiliate, the National Association of Corporate Directors (NACD), The Executives’ Club of Chicago (ECC), Young Presidents Organization (YPO) and is the current Education Chairman of World President’s Organization (WPO).
Scott holds a Bachelor degree in Psychology from Illinois State University and a Master of Science degree in Psychology as well as a Master of Business Administration (MBA) from George Williams College.
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25Sep/130

You Can’t Win at Golf with Just One Club: Coaching Leaders for Today’s Complex Business World, by Ellen Samiec and Scott Campbell

Posted by WABC

Imagine this scene: Tiger Woods arrives for the Masters Golf Tournament in Augusta, Georgia with only a driver in his golf bag. When asked, "Where are your other clubs?" he replies, "Well, my driver is my favourite club, and I figured I could just use it for all my shots."

As ridiculous as this sounds, many executives and business leaders use the same logic when leading their organizations or business units; they utilize a single approach to leadership--typically "command & control." While business coaches usually try to shake these leaders loose from relying on a commanding approach, they too frequently fall prey to the same underlying assumption: there is one right way to lead that will work in all situations. Not surprisingly, the leadership style usually suggested as the replacement for commanding is coaching.

The truth is, there is no one right way to lead! Relying on any one approach is like trying to win at golf with just one club.

In our book, 5-D Leadership: Key Dimensions for Leading in the Real World (Davies-Black, 2005), we define effective leadership as "achieving desired results through people's willing participation." Through our experience and research, we have concluded that there are five key leadership approaches--what we term Leadership Dimensions--which effective leaders use to respond to the demands of today's complex business world.

What follows in this article is an overview of these Five Dimensions. Readers can refer to the chart at the end of the article for a convenient summary of the definition, strategic objectives, and appropriate contexts for each of the five Dimensions.

Dimension # 1 - Commanding: Taking Charge
As mentioned above, business coaches and leadership experts have been proclaiming the end of the Commanding era in business leadership for at least fifteen years.

However, there is a danger in this dismissal. There are times when Commanding is not only acceptable, it's desirable. In certain contexts, business coaches may actually need to assist their clients in developing the skills and perspectives needed to "command" effectively.

We define Commanding as taking charge and seeking immediate compliance to quickly effect a desired result. The primary context in which this Dimension is needed is a genuine crisis, particularly in turnaround situations or tragedies. In these circumstances, the need for quick decisions, combined with employee insecurities, call for a Commanding approach.

New York mayor Rudy Giuliani's remarkable leadership during the days and weeks following 9/11 are a powerful testament to the benefits of a Commanding approach during difficult days. Giuliani had, in fact, been at his lowest ebb in opinion polls just prior to the attack on the Twin Towers. His reputation was salvaged (to the point of winning Time magazine's Person of the Year award for 2001) due to his strong leadership in its aftermath. His efficiency, aura of authority, rapid decision making, inspirational words, and compassionate actions towards the victims and their families fit perfectly the needs and demands of the moment. The strength of his Commanding approach allayed people's fears, renewed their hope, and gave them an emotional anchor in the days following the terrorist attacks.

When circumstances are dire--during turnarounds and tragedies--people look for Commanders. As Faye Wattleton of the Center for Gender Equality says, "The only safe ship in a storm is leadership."

Nonetheless, it is quite common to find leaders over-relying on Commanding, using it in non-crisis contexts. The result is significant damage to morale, retention, and peak performance. It is therefore critical that leaders, and business coaches who work with them, be aware of the four other Leadership Dimensions and the contexts in which they are appropriate.

Dimension # 2 - Visioning: Pointing the Way
While you can command short-term compliance, you can't command ongoing commitment. One of the most powerful approaches for fostering lasting commitment to excellence is through the skilled use of the Visioning Dimension. As Peter Senge says, "Few, if any, forces are as powerful in human affairs as shared vision."

Visioning is defined as creating and effectively communicating a clear and compelling picture of a worthwhile vision for the group. While visioning is needed in many different business contexts, it is particularly important in times of organizational change.

The story of Jan Carlzon's leadership at the helm of Scandinavian Airline Systems (SAS) in the 1980's is a notable illustration of the Visioning dimension of leadership and its positive impact on staff morale, productivity, and company profitability. Carlzon employed a variety of means to create a new passion around the vision of delivering outstanding customer service each and every time a passenger had contact with the airline. In a single year, SAS employees turned a $20 million loss into a $54 million profit! The airline went on to garner several awards in the 1980s. In Carlzon's own words, "The new energy at SAS was the result of 20,000 employees all striving toward a single goal every day" (Carlzon 1987, 27). That is the power of shared vision.

Dimension # 3 - Enrolling: Getting Buy-In
Margaret Wheatley states, "People only support what they create." As a Leadership Dimension, Enrolling involves creating buy-in and commitment by genuinely seeking input and/or employing democratic decision making processes. A skilled use of Enrolling fosters high degrees of employee commitment and leads to high quality decision making and production.

The recent history of Harley-Davidson provides a powerful example of the benefits of Enrolling. While a Commanding approach--driven by its (then) CEO, Vaughan Beals--had brought the company back from the brink of bankruptcy, Enrolling sustained and improved its performance in recent years. Richard Teerlink, Beal's successor, understood the limitations of a Commanding approach when not facing a crisis, and led instead with an Enrolling emphasis.

In late 1988, Harley's senior management team began a number of initiatives designed to elicit the ideas, concerns, complaints, and dreams of all its employees. In the early 1990s, a "Joint Partnership" committee was created between management and the unions to foster continuous improvement at the company. The ensuing results at Harley--sustained profits and renewed market leadership throughout the 1990s--speak to the power of Enrolling.

Teerlink later stated, "I myself didn't have a plan for the company in my back pocket. I only knew that capturing the ideas of our people--all the people at Harley--was critical to our future success" (Teerlink 2000, 5).

Dimension # 4 - Relating: Creating Harmony
We define Relating as creating and sustaining strong relationships (1) between you and individual staff members, and (2) between staff members themselves. The goal of Relating is the creation of harmonious working relationships characterized by mutual trust, respect, and goodwill. The use of this Dimension has tremendous positive payoffs for both the leader and the organization.

Mike Abrashoff's leadership as Commander of the USS Benfold, an awe-inspiring, guided-missile Naval destroyer, provides an outstanding example of the skillful use and practical benefits of the Relating Dimension. Although a Naval destroyer may be an unexpected setting for this Dimension, under his leadership in the latter half of the 1990s the Benfold went from having one of the worst retention rates in the Navy to 100% re-enlistment, and having one of the worst states of combat readiness to winning the coveted Spokane Trophy for best combat readiness in the fleet. Abrashoff attributes much of this success to the emphasis he placed on his personal relationship with the crew and attending to relationships between crewmembers. Abrashoff demonstrated a skilled use of the Relating Dimension in numerous ways, including:

learning the names, family history, and personal story of every one of his 310 crewmembers
instilling a sense of each member's personal importance to him, regardless of rank
attending to issues of harmonious crew relationships and potential discrimination against women and minorities

Positive relationships are the lubricant that keeps the "work-engine" turning smoothly. The Relating Dimension is the approach that creates and sustains those relationships.

Dimension # 5 - Coaching: Developing People
The Coaching Dimension focuses on developing an individual's potential and performance while aligning the individual's goals and values with those of the organization.

One of our colleagues, Carole Cameron, recently described to us the positive outcome of having a manager (Phil Geldart) who was adept at coaching during her tenure at Nestl Canada. Here is Carole's assessment of Phil's impact on her and the organization:

The lessons I learned from Phil greatly allowed me to develop my skills as a trainer and deepened my confidence to move my career forward in the Performance Development Department. What I experienced in being coached was typical for all his staff. Phil always focused on developing his people.Phil not only enhanced the lives and careers of his direct reports, he also used his coaching style to help create a corporate culture that was founded in respect for the individual and a commitment to the development and strengthening of others. When Phil left Nest he left behind him a seamless succession in his own department, and an organization with a solid leadership base.

Conclusion

Just as great golfers use all the clubs at their disposal, great leaders use all five Leadership Dimensions at their disposal--the choice of Dimension is governed by the context and desired outcomes they want to achieve. The masterful use of all five Dimensions is critical to achieving desired results through people's willing participation.

The Five Leadership Dimensions


Sources:

Carlzon, Jan. 1987. Moments of Truth. New York: Harper Perennial.
Teerlink, Richard. July 2000. "Harley's Leadership U-Turn." Harvard Business Review 78:4, 43-48.

 

 

Ellen Samiec is the Director of Coaching for 5D Leadership. She works with executives and business leaders across Canada, the United States and Australia, helping them leverage their strengths to overcome challenges and achieve breakthrough results. Read more about Ellen in the WABC Coach Directory. Ellen may be reached by email at Ellen@5DLeadership.com.
Scott Campbell, Director of Training for 5D Leadership, is an international speaker, author and consultant whose clients include Nike, IBM, General Electric and Proctor & Gamble. Scott may be reached by email at Scott@5DLeadership.com.Ellen and Scott are co-authors of 5-D Leadership (Davies-Black Publishing, Oct. 2005).

This article first appeared in Business Coaching Worldwide (February Issue 2005, Volume 1, Issue 4). Copyright 2011 WABC Coaches Inc. All rights reserved.

If you wish to reproduce this article in any material form, you must first contact WABC for permission.