Learn about how to better explain why government relations matter in your organization. You can find out more about the webinar and how to watch it for free on https://info.cq.com/resources/justifying-your-government-relations-existence/
This document discusses various topics related to organizational change and power dynamics. It describes four types of change agents, three common roles they take on, and 10 characteristics of successful change. It also lists four common reasons why change efforts fail and five sources of power within organizations. Throughout, it provides definitions and explanations of key change management and power/politics-related concepts.
Stakeholder mapping is a process to identify and analyze stakeholders. It involves listing relevant groups, understanding their perspectives and interests, visualizing relationships, and prioritizing stakeholders. Several techniques can categorize stakeholders based on their power, influence, interest and other factors. This helps decision-makers understand which stakeholders support or oppose changes and prioritize engagement strategies. Three common matrices discussed map stakeholders based on power vs dynamism, power vs interest, and power vs legitimacy vs urgency.
Carolina Strategy Group provides strategic public opinion shaping and community relations services to help businesses overcome challenges. They use research and polling data to understand risks and craft messages to influence public opinion. Their team of experts with over a century of combined experience in government relations, campaigns, and corporate strategy develop customized solutions including targeted messaging, media representation, and issue management. Carolina Strategy Group helps clients understand public sentiment, seize opportunities, and achieve favorable outcomes.
This document discusses stakeholder mapping as a tool for identifying and prioritizing stakeholders. It defines stakeholders as any group or individual that can affect or is affected by an organization's objectives. The classic view sees stakeholders as investors, customers, employees and suppliers, while the stakeholder view considers any group with a legitimate interest. Stakeholder mapping involves ranking stakeholders on scales of influence over and importance to the organization. This places stakeholders into a matrix to identify high priority stakeholders with both high influence and importance, those requiring special engagement efforts due to high importance but low influence, and potentially risky stakeholders with high influence but misaligned interests.
Mergers and acquisitions often fail to meet their promised goals, with failure rates between 50-70% and shareholder value being destroyed in more than 60% of cases. Common problems that contribute to failure include insensitive management, a lack of trust building and communication between companies, slow execution, and power struggles. To improve success, companies should recognize that leadership and respecting people are vital, build partnerships through trust and learning from each other rather than seeking power and domination, and make changes while safeguarding self-esteem.
Power is the ability to influence others to get something done. There are various sources of power including expert power from special skills/knowledge, reward power from controlling rewards, coercive power from fear of punishment, and referent power from identification with someone. Politics focuses on using power for self-serving decisions rather than organizational goals. Factors influencing politics include individual traits and organizational factors like unclear performance evaluations. Political tactics include attacking others, creating a favorable image, developing support, appeals, consultation, exchange, coalitions, and pressure. Employees may respond to politics with increased stress, lower job satisfaction, higher turnover, and reduced performance.
This document discusses power and politics in organizations. It defines power as the ability to influence others and notes that power comes from both formal position and personal attributes. Having power allows one to influence decisions, resources, and agendas. The document outlines different types of individual power including position power from one's legitimate authority, and personal power from expertise or likability. It also discusses tactics for increasing power and how power can be used positively or negatively. The document defines politics as how power is used to influence goals and decisions through compromise rather than rational processes. It examines causes of political behavior and strategies for both handling politics and controlling its negative impacts in organizations.
Strategies to make a direct impact on auto loan growthKurt Schmidt
Three credit unions achieved strong loan growth without indirect lending by focusing on direct member relationships. Western Heritage CU grew loans 24.79% by empowering loan officers, Ferguson FCU grew 42.05% after expanding its field of membership, and California CU grew 24.16% through consistent sales management and goals. Their common strategies included investing in sales staff, empowering frontline staff to make decisions, focusing on core strengths over campaigns, and monitoring loan quality.
This document discusses various topics related to organizational change and power dynamics. It describes four types of change agents, three common roles they take on, and 10 characteristics of successful change. It also lists four common reasons why change efforts fail and five sources of power within organizations. Throughout, it provides definitions and explanations of key change management and power/politics-related concepts.
Stakeholder mapping is a process to identify and analyze stakeholders. It involves listing relevant groups, understanding their perspectives and interests, visualizing relationships, and prioritizing stakeholders. Several techniques can categorize stakeholders based on their power, influence, interest and other factors. This helps decision-makers understand which stakeholders support or oppose changes and prioritize engagement strategies. Three common matrices discussed map stakeholders based on power vs dynamism, power vs interest, and power vs legitimacy vs urgency.
Carolina Strategy Group provides strategic public opinion shaping and community relations services to help businesses overcome challenges. They use research and polling data to understand risks and craft messages to influence public opinion. Their team of experts with over a century of combined experience in government relations, campaigns, and corporate strategy develop customized solutions including targeted messaging, media representation, and issue management. Carolina Strategy Group helps clients understand public sentiment, seize opportunities, and achieve favorable outcomes.
This document discusses stakeholder mapping as a tool for identifying and prioritizing stakeholders. It defines stakeholders as any group or individual that can affect or is affected by an organization's objectives. The classic view sees stakeholders as investors, customers, employees and suppliers, while the stakeholder view considers any group with a legitimate interest. Stakeholder mapping involves ranking stakeholders on scales of influence over and importance to the organization. This places stakeholders into a matrix to identify high priority stakeholders with both high influence and importance, those requiring special engagement efforts due to high importance but low influence, and potentially risky stakeholders with high influence but misaligned interests.
Mergers and acquisitions often fail to meet their promised goals, with failure rates between 50-70% and shareholder value being destroyed in more than 60% of cases. Common problems that contribute to failure include insensitive management, a lack of trust building and communication between companies, slow execution, and power struggles. To improve success, companies should recognize that leadership and respecting people are vital, build partnerships through trust and learning from each other rather than seeking power and domination, and make changes while safeguarding self-esteem.
Power is the ability to influence others to get something done. There are various sources of power including expert power from special skills/knowledge, reward power from controlling rewards, coercive power from fear of punishment, and referent power from identification with someone. Politics focuses on using power for self-serving decisions rather than organizational goals. Factors influencing politics include individual traits and organizational factors like unclear performance evaluations. Political tactics include attacking others, creating a favorable image, developing support, appeals, consultation, exchange, coalitions, and pressure. Employees may respond to politics with increased stress, lower job satisfaction, higher turnover, and reduced performance.
This document discusses power and politics in organizations. It defines power as the ability to influence others and notes that power comes from both formal position and personal attributes. Having power allows one to influence decisions, resources, and agendas. The document outlines different types of individual power including position power from one's legitimate authority, and personal power from expertise or likability. It also discusses tactics for increasing power and how power can be used positively or negatively. The document defines politics as how power is used to influence goals and decisions through compromise rather than rational processes. It examines causes of political behavior and strategies for both handling politics and controlling its negative impacts in organizations.
Strategies to make a direct impact on auto loan growthKurt Schmidt
Three credit unions achieved strong loan growth without indirect lending by focusing on direct member relationships. Western Heritage CU grew loans 24.79% by empowering loan officers, Ferguson FCU grew 42.05% after expanding its field of membership, and California CU grew 24.16% through consistent sales management and goals. Their common strategies included investing in sales staff, empowering frontline staff to make decisions, focusing on core strengths over campaigns, and monitoring loan quality.
Organizational politics refer to informal, unofficial efforts to influence an organization and achieve objectives. They are shaped by factors like organizational structure, performance standards, and environmental uncertainty. While politics can negatively impact productivity and employee perceptions, they can also positively motivate employees and improve efficiency when used strategically. The document recommends encouraging positive political behaviors that further goals and controlling negative practices to balance these effects.
This document summarizes an organizational politics presentation. It discusses how politics exists in all organizations and can be understood and managed. It provides research findings on how political activity increases at higher levels and in larger organizations. It also discusses the ethical use of political power and influence strategies like rational persuasion. Overall, the presentation aims to help people become better "organizational politicians" by understanding sources of power, gaining political skills, and using their influence in an ethical manner for the benefit of their departments and organizations.
This document discusses building networking strategies. It begins by posing questions about what makes a good network and how networks can provide competitive advantages. It then covers various networking themes like power dynamics, reciprocity, and open vs closed networks. The document discusses how power is distributed in organizations and how to develop soft power through networks by following the law of reciprocity. It emphasizes the importance of managing relationships laterally and upwards. Finally, it provides advice on developing different types of networks for operational, personal, and strategic purposes to extend one's impact.
Nonprofit mergers can help strengthen organizations facing financial difficulties or lack of resources. Mergers allow organizations to build unity, achieve objectives faster, and use funding more efficiently by combining complementary skills and services. However, mergers also involve considerable risks and hurdles. Nonprofits should only consider merging if they have compatible goals and cultures, stable management, and a willingness to undertake the lengthy, resource-intensive process required for a successful merger. Thorough planning and stakeholder communication are needed to navigate legal, financial, and resistance issues.
The document discusses considerations for business owners thinking about selling or growing their business through acquisition. It covers current market conditions, types of buyers and what they look for, preparing a business for sale, valuation methodology, case studies of acquisitions, the acquisition process, integrating acquired companies, and key metrics and challenges for integration.
Strategic planning is still important for companies but the traditional annual process is no longer suitable due to rapid changes. Strategists now have broader roles beyond just planning. They can focus on generating insights, allocating resources, developing opportunities, and understanding trends. Research identified five archetypes for strategists based on their signature strengths, such as being an architect who focuses on analysis and organic growth, or a mobilizer who builds strategic capabilities within the organization.
1. Power is defined as the capacity for person A to influence person B's behavior to act in accordance with A's wishes through B's dependency on A. Leadership focuses on goal achievement through mutual goal compatibility and downward influence, while power uses influence to achieve personal goals through follower dependency.
2. There are various bases of power, including formal power derived from one's position, and personal power stemming from skills/knowledge or desirable traits. Powerful individuals translate their power bases into specific power tactics to influence others' behavior.
3. Dependency is key to power, as the greater B's dependency on A, the more power A has. Dependency is increased by the importance, scarcity, and nonsubstitutability
This presentation discusses organizational power and politics. It defines power as the ability to influence others and identifies formal power bases like coercive, reward, and legitimate power that come from one's position. Personal power bases like expert and referent power, which come from skills and respect, are generally more effective. Organizational politics arise from individuals pursuing self-interest without regard for organizational goals. In response, employees may defensively avoid action, blame, or change through tactics like playing dumb or scapegoating. The presentation also covers impression management techniques and provides a case study example of politics at a manufacturing company.
This document discusses organizational power and politics. It defines power as the capacity to influence others and identifies different types of power including legitimate power from one's position, reward power from distributing rewards, coercive power from threats, expert power from special skills or knowledge, and referent power from desirable personal traits. Organizational politics involves discretionary behaviors to promote personal objectives, like impression management, creating obligations, attacking others, cultivating networks, and controlling information. Conditions that support politics include scarce resources, complex decisions, tolerance of politics in the organization, and a perception that politics is necessary. The document outlines ways to control political behaviors like providing sufficient resources, establishing clear rules, hiring employees less inclined to politics, and managing change effectively.
Smarter Working – Developing Your Partnerships SkillsSimon Berry
The document discusses leadership skills for community partnerships. It outlines a six stage process for developing partnerships: 1) Identify local needs, 2) Involve the community, 3) Plan short and long term actions with a vision, 4) Work in partnerships strategically, 5) Secure funding and finance, 6) Deliver outcomes. It explores the difference between legitimate and community leaders, and how leadership can be effective without formal legitimacy by building trust and working with others. Tables provide examples of skills training that could help partnerships, such as fundraising, volunteer management, project evaluation, and leadership development.
This document discusses the importance of relationship capital (RC) in successful negotiation. It defines negotiation and principled negotiation, which is based on trust between parties. RC measures a negotiator's reputation through qualities like honesty, accountability, responsibility, respect, trustworthiness and support. Having high RC enhances a negotiator's reputation and leads to higher quality agreements and profits through negotiation. RC can be developed by ensuring one's negotiating behavior demonstrates these trust-building qualities.
This document discusses power and politics in organizations. It defines power as the ability to influence others to act in ways you want and make things happen according to your desires. There are various sources of power in organizations, including legitimate, reward, coercive, expert, and referent power. Power can lead to consequences like compliance, resistance, and commitment from others. The document also discusses organizational politics, factors that influence political behavior, and tactics used in organizational politics like developing alliances and coalitions. It provides recommendations for managing politics effectively through establishing credibility, building support networks, and implementing clear policies and procedures.
The document discusses various topics related to evaluating the performance of non-profit organizations. It covers measuring performance, ethical decision making, the role of volunteers, governance, market competition, sales promotion, public relations, financial management, and donor marketing for non-profits. Key performance metrics for non-profits include dollars raised, membership growth, people served, and overhead costs. Ethical issues can arise in areas like compensation, conflicts of interest, financial integrity, and accountability. Volunteers assist with fundraising, administrative tasks, and spreading awareness of the organization's mission.
P3 partnerships can provide benefits to the public sector. Direct benefits include increased tax revenue from sales, property, fees, and jobs. Indirect benefits are community amenities, improved quality of life, activity centers, and induced surrounding development.
The public sector should avoid PPPs if objectives are undefined, unwilling to invest time and resources to completion, or wanting a quick solution.
The private sector should avoid PPPs where there is a lack of trust, significant political turmoil, hidden agendas, unwillingness to focus on goals over issues, lack of political will, or unreasonable expectations.
Six keys to successful PPPs are a supportive statutory and political environment, an organized public sector structure, a
Power refers to the ability to influence others and direct their actions. Organizational politics involve activities managers engage in to increase their power and achieve goals, using specific political strategies and tactics. While politics can be negative, it also allows for needed change. Effective political skills include gaining power through building relationships with superiors and coworkers, and avoiding blunders that erode power. Power and politics are inevitable in organizations, and can be used for either selfish or mutual benefits.
This document discusses power, politics, and leadership in organizations. It defines different types of power including position power, personal power, power from ownership, providing resources, capitalizing on opportunities, managing critical problems, and being close to those in power. It also discusses empowering leadership practices like fostering initiative, linking work to goals, providing information, allowing choice in methods, and continuing leadership. Finally, it examines factors that contribute to organizational politics like pyramid structures, subjective performance standards, uncertainty, and insecurity, as well as both ethical and unethical political tactics and strategies.
Driving Key Account Growth: Planning and Execution to Access the White SpaceRichardson
Decreasing customer loyalty, higher expectations, and constant competitive threats are making forecasted business from your best customers anything but a certainty. The presentation will cover the following:
1. The guiding principles for excellence in strategic account planning
2. Quantitative and qualitative factors to consider in choosing accounts for strategic account planning
3. How to align to the customer’s strategy
Account plan execution
Corporate reputation is increasingly important due to shortening CEO tenures, multi-stakeholder pressures, and constant social media scrutiny. A good reputation supports sales/marketing, innovation, and resilience during crises. Reputation is what stakeholders think of a company based on its behaviors, while brand is what the company wants to convey. Reputation is advanced through actions, stakeholder engagement, risk assessment, and thought leadership. It is evaluated based on categories like innovation, leadership, and financial soundness. Building reputation requires awareness, favorability, trust, and advocacy through products/services, relationships, actions, and branding. Managing reputation during crises requires adhering to core values, including all stakeholders, and leveraging experienced advis
Corporate reputation is increasingly important due to shortening CEO tenures, multi-stakeholder pressures, and constant social media scrutiny. A good reputation supports sales/marketing, innovation, and resilience during crises. Reputation is what stakeholders think of a company based on its behaviors, while brand is what the company wants to convey. Reputation is advanced through actions, stakeholder engagement, risk assessment, and thought leadership. It is evaluated based on categories like innovation, leadership, and financial soundness. Building reputation requires awareness, favorability, trust, and advocacy through products/services, relationships, actions, and branding. Managing reputation during crises requires adhering to core values, including all stakeholders, and leveraging experienced advis
Organizational politics refer to informal, unofficial efforts to influence an organization and achieve objectives. They are shaped by factors like organizational structure, performance standards, and environmental uncertainty. While politics can negatively impact productivity and employee perceptions, they can also positively motivate employees and improve efficiency when used strategically. The document recommends encouraging positive political behaviors that further goals and controlling negative practices to balance these effects.
This document summarizes an organizational politics presentation. It discusses how politics exists in all organizations and can be understood and managed. It provides research findings on how political activity increases at higher levels and in larger organizations. It also discusses the ethical use of political power and influence strategies like rational persuasion. Overall, the presentation aims to help people become better "organizational politicians" by understanding sources of power, gaining political skills, and using their influence in an ethical manner for the benefit of their departments and organizations.
This document discusses building networking strategies. It begins by posing questions about what makes a good network and how networks can provide competitive advantages. It then covers various networking themes like power dynamics, reciprocity, and open vs closed networks. The document discusses how power is distributed in organizations and how to develop soft power through networks by following the law of reciprocity. It emphasizes the importance of managing relationships laterally and upwards. Finally, it provides advice on developing different types of networks for operational, personal, and strategic purposes to extend one's impact.
Nonprofit mergers can help strengthen organizations facing financial difficulties or lack of resources. Mergers allow organizations to build unity, achieve objectives faster, and use funding more efficiently by combining complementary skills and services. However, mergers also involve considerable risks and hurdles. Nonprofits should only consider merging if they have compatible goals and cultures, stable management, and a willingness to undertake the lengthy, resource-intensive process required for a successful merger. Thorough planning and stakeholder communication are needed to navigate legal, financial, and resistance issues.
The document discusses considerations for business owners thinking about selling or growing their business through acquisition. It covers current market conditions, types of buyers and what they look for, preparing a business for sale, valuation methodology, case studies of acquisitions, the acquisition process, integrating acquired companies, and key metrics and challenges for integration.
Strategic planning is still important for companies but the traditional annual process is no longer suitable due to rapid changes. Strategists now have broader roles beyond just planning. They can focus on generating insights, allocating resources, developing opportunities, and understanding trends. Research identified five archetypes for strategists based on their signature strengths, such as being an architect who focuses on analysis and organic growth, or a mobilizer who builds strategic capabilities within the organization.
1. Power is defined as the capacity for person A to influence person B's behavior to act in accordance with A's wishes through B's dependency on A. Leadership focuses on goal achievement through mutual goal compatibility and downward influence, while power uses influence to achieve personal goals through follower dependency.
2. There are various bases of power, including formal power derived from one's position, and personal power stemming from skills/knowledge or desirable traits. Powerful individuals translate their power bases into specific power tactics to influence others' behavior.
3. Dependency is key to power, as the greater B's dependency on A, the more power A has. Dependency is increased by the importance, scarcity, and nonsubstitutability
This presentation discusses organizational power and politics. It defines power as the ability to influence others and identifies formal power bases like coercive, reward, and legitimate power that come from one's position. Personal power bases like expert and referent power, which come from skills and respect, are generally more effective. Organizational politics arise from individuals pursuing self-interest without regard for organizational goals. In response, employees may defensively avoid action, blame, or change through tactics like playing dumb or scapegoating. The presentation also covers impression management techniques and provides a case study example of politics at a manufacturing company.
This document discusses organizational power and politics. It defines power as the capacity to influence others and identifies different types of power including legitimate power from one's position, reward power from distributing rewards, coercive power from threats, expert power from special skills or knowledge, and referent power from desirable personal traits. Organizational politics involves discretionary behaviors to promote personal objectives, like impression management, creating obligations, attacking others, cultivating networks, and controlling information. Conditions that support politics include scarce resources, complex decisions, tolerance of politics in the organization, and a perception that politics is necessary. The document outlines ways to control political behaviors like providing sufficient resources, establishing clear rules, hiring employees less inclined to politics, and managing change effectively.
Smarter Working – Developing Your Partnerships SkillsSimon Berry
The document discusses leadership skills for community partnerships. It outlines a six stage process for developing partnerships: 1) Identify local needs, 2) Involve the community, 3) Plan short and long term actions with a vision, 4) Work in partnerships strategically, 5) Secure funding and finance, 6) Deliver outcomes. It explores the difference between legitimate and community leaders, and how leadership can be effective without formal legitimacy by building trust and working with others. Tables provide examples of skills training that could help partnerships, such as fundraising, volunteer management, project evaluation, and leadership development.
This document discusses the importance of relationship capital (RC) in successful negotiation. It defines negotiation and principled negotiation, which is based on trust between parties. RC measures a negotiator's reputation through qualities like honesty, accountability, responsibility, respect, trustworthiness and support. Having high RC enhances a negotiator's reputation and leads to higher quality agreements and profits through negotiation. RC can be developed by ensuring one's negotiating behavior demonstrates these trust-building qualities.
This document discusses power and politics in organizations. It defines power as the ability to influence others to act in ways you want and make things happen according to your desires. There are various sources of power in organizations, including legitimate, reward, coercive, expert, and referent power. Power can lead to consequences like compliance, resistance, and commitment from others. The document also discusses organizational politics, factors that influence political behavior, and tactics used in organizational politics like developing alliances and coalitions. It provides recommendations for managing politics effectively through establishing credibility, building support networks, and implementing clear policies and procedures.
The document discusses various topics related to evaluating the performance of non-profit organizations. It covers measuring performance, ethical decision making, the role of volunteers, governance, market competition, sales promotion, public relations, financial management, and donor marketing for non-profits. Key performance metrics for non-profits include dollars raised, membership growth, people served, and overhead costs. Ethical issues can arise in areas like compensation, conflicts of interest, financial integrity, and accountability. Volunteers assist with fundraising, administrative tasks, and spreading awareness of the organization's mission.
P3 partnerships can provide benefits to the public sector. Direct benefits include increased tax revenue from sales, property, fees, and jobs. Indirect benefits are community amenities, improved quality of life, activity centers, and induced surrounding development.
The public sector should avoid PPPs if objectives are undefined, unwilling to invest time and resources to completion, or wanting a quick solution.
The private sector should avoid PPPs where there is a lack of trust, significant political turmoil, hidden agendas, unwillingness to focus on goals over issues, lack of political will, or unreasonable expectations.
Six keys to successful PPPs are a supportive statutory and political environment, an organized public sector structure, a
Power refers to the ability to influence others and direct their actions. Organizational politics involve activities managers engage in to increase their power and achieve goals, using specific political strategies and tactics. While politics can be negative, it also allows for needed change. Effective political skills include gaining power through building relationships with superiors and coworkers, and avoiding blunders that erode power. Power and politics are inevitable in organizations, and can be used for either selfish or mutual benefits.
This document discusses power, politics, and leadership in organizations. It defines different types of power including position power, personal power, power from ownership, providing resources, capitalizing on opportunities, managing critical problems, and being close to those in power. It also discusses empowering leadership practices like fostering initiative, linking work to goals, providing information, allowing choice in methods, and continuing leadership. Finally, it examines factors that contribute to organizational politics like pyramid structures, subjective performance standards, uncertainty, and insecurity, as well as both ethical and unethical political tactics and strategies.
Driving Key Account Growth: Planning and Execution to Access the White SpaceRichardson
Decreasing customer loyalty, higher expectations, and constant competitive threats are making forecasted business from your best customers anything but a certainty. The presentation will cover the following:
1. The guiding principles for excellence in strategic account planning
2. Quantitative and qualitative factors to consider in choosing accounts for strategic account planning
3. How to align to the customer’s strategy
Account plan execution
Corporate reputation is increasingly important due to shortening CEO tenures, multi-stakeholder pressures, and constant social media scrutiny. A good reputation supports sales/marketing, innovation, and resilience during crises. Reputation is what stakeholders think of a company based on its behaviors, while brand is what the company wants to convey. Reputation is advanced through actions, stakeholder engagement, risk assessment, and thought leadership. It is evaluated based on categories like innovation, leadership, and financial soundness. Building reputation requires awareness, favorability, trust, and advocacy through products/services, relationships, actions, and branding. Managing reputation during crises requires adhering to core values, including all stakeholders, and leveraging experienced advis
Corporate reputation is increasingly important due to shortening CEO tenures, multi-stakeholder pressures, and constant social media scrutiny. A good reputation supports sales/marketing, innovation, and resilience during crises. Reputation is what stakeholders think of a company based on its behaviors, while brand is what the company wants to convey. Reputation is advanced through actions, stakeholder engagement, risk assessment, and thought leadership. It is evaluated based on categories like innovation, leadership, and financial soundness. Building reputation requires awareness, favorability, trust, and advocacy through products/services, relationships, actions, and branding. Managing reputation during crises requires adhering to core values, including all stakeholders, and leveraging experienced advis
Aligned to Achieve: How to Unite Your Teams into a Single Force for GrowthInsideView
Marketing and Sales teams are frustrated with each other. Aligning these two teams is an age-old problem, but companies must get their collective act together in order to survive today's evolved buyer-centric market.
Originally presented at Marketing Nation Summit 2017, this session is based on original research, content, and contributions from "Aligned to Achieve", a groundbreaking new book. The authors will discuss highlights of the book and give tips on how and why to get aligned. Want to know what misalignment is really costing you? Need practical advice on how to go after the problem? We’ll discuss real-world actions for improving your culture, processes, and technology, and you’ll learn the financial and strategic impact of getting alignment right.
Rhett Cecil discusses strategic partnerships and their importance for organizations. Strategic partnerships are formal alliances between two or more organizations designed to help strengthen their capacity and sector capacity through collaborations and cross-pollination of services. Fundamental keys to forming meaningful strategic partnerships include capacity growth, risk mitigation, community engagement, revenue generation, and competency growth. Potential partners must have strategic fit and ability to assist with growth objectives. Objectives of partnerships include establishing goals, communication plans, and performance metrics to gauge success. Examples of strategic partnerships for Habitat for Humanity are provided.
The 2015 RSW/US New Year Outlook survey was completed by 123 senior level Marketers and 158 Marketing Agency executives during December, 2014.
The purpose of the survey was to glean insights relative to marketer and agency perspective as they each headed into 2015.
Topics explored included “troubling trends”, spending expectations, the impact of Republican control of the House and Senate, the value of using search consultants to help manage searches and the movement to consolidate agency rosters, among many others.
As in the past, Adweek contributed questions which were included in both the marketer and the agency survey.
In some cases, we compared the responses of questions in this survey to the same question asked as far back as 2010 to help provide yearly perspective.
Our hope is the key findings and implications from this study are of value as you kick your marketing and sales planning into gear for 2015.
Purpose: To advance public relations measurement by recommending metrics and approaches for evaluating public relations’ influence on four main business outcomes:
o Financial
o Reputation / Brand Equity
o Employees and other Internal Publics
o Public Policy
Competing in Economic Development? Use BenchmarkingAtlas Integrated
As economic developers, each one of us is interested in what our peers are doing. The most admired EDOs always seem to be doing things a little bit differently, a little bit better. During this webinar, we will show you how certain communities are taking the time to find new, meaningful ways to measure their impact, adjust their tactics, and play on an entirely different level. Find out who the highest performing economic development organizations in the country are and what they are doing to stay on top.
Consultants can provide value to organizations by completing projects from problem analysis through implementation of solutions. When deciding whether to hire consultants, consider if you need extra resources for temporary work, require specialized skills, or would benefit from an outside perspective. It's important to determine the desired tangible outcomes from a consulting engagement. Regularly evaluating the value added by consultants allows the relationship to be adjusted to ensure goals are met and the organization benefits.
Selling to the Government - Session 1: Building Your Government Sales PracticeWinvale
Building a thriving government practice can be challenging in today’s environment. Our team will discuss best practices and share tips you need to know in order to get your practice off the ground, build relationships with key decision makers, and ultimately win government business.
The document summarizes the findings of a 2010 survey of 380 public relations practitioners regarding trends in the field. Key findings include:
1) Respondents saw growing importance of digital/social media like online videos and social networking, but spent only 4-5% of budgets on measurement.
2) PR recommendations were taken more seriously, and PR had bigger budgets and roles, when they reported directly to CEOs rather than other departments.
3) Integration with other functions like marketing correlated with senior management seeing PR as contributing to financial success.
Florida CIO Summit Building C-Level Relationships 040509guestd5dcc9
The document discusses how to build successful relationships with CEOs, CFOs, and COOs. It recommends that CIOs understand executives' expectations, focus on positively impacting the business, and establish frequent communication. CIOs should develop early relationships, understand executives' challenges, and demonstrate support without surprises. Building credibility requires running IT like a business through strategic value selling, communication skills, and organizational design alignment.
Purpose of Assignment You may be familiar with personal to.docxmakdul
Purpose of Assignment
You may be familiar with personal torts such as negligence; however, business torts are different as
they are being committed not against the person but rather against its intangible assets. Think about
what this means and how each aspect of your work might result in a business tort being committed.
Assignment Steps
Resources: Legal Environment of Business: Online Commerce, Business Ethics, and Global
Issues: Ch. 5, Ch. 6 and Ch. 7; Legal Source database located in the Week 3 Electronic Reserve
Readings
Scenario: In the midst of the ongoing rhetoric and movement to achieve Tort Reform, business tort
liability must be acknowledged and planned for as a reality. As the manager of legal risk and
corporate governance for a major multi-national pharmaceutical corporation, the board of directors
has commissioned you to work alongside your CEO and General Counsel to prepare a report
regarding this liability and the exposure it creates for the organization.
Create a maximum 1,050-word report, excluding title and reference pages.
Address the following in the report:
• Evaluate the impact of business tort liability on the pharmaceutical industry in general.
• Determine the growth of business tort liability in the pharmaceutical industry and discuss
where and why tort reform is needed.
• Assess the impact of business tort liability on corporate liability under the Alien Tort Statute.
• Explain how business tort liability can be reduced through the implementation of the risk
management process.
• Analyze how business tort liability can escalate to criminal liability.
Cite a minimum of two references for the five content areas taken from a business or legal resource.
One reference must be from the University Library.
Format your paper consistent with APA guidelines.
http://phoenix.libguides.com/LAW531r12/w3
http://phoenix.libguides.com/LAW531r12/w3
New Thinking, Research in Progress hbr.org
PHILANTHROPY 26
Consumer initiatives
can drive engagement—
when done right
DEFEND YOUR
RESEARCH 30
People don’t like anything
moving toward them
VISION STATEMENT 32
Which jobs will
grow fastest over
the coming decade?
Putting Sales at the Center of Strategy
How to connect the C-suite’s grand plans with the field realities
your salespeople face by Frank Cespedes
EXECUTION
Daily Word Search
or many years Document Security
Management (a pseudonym) had a
thriving business in retrieving and
shredding or securely storing organiza-
tions’ documents. Executives and their as-
sistants loved its one-stop-shopping value
proposition, and the sales force cultivated
deep relationships with them. By the early
2000s, however, it was clear that cheaper
digital storage technology, especially the
cloud, would disrupt the company. So DSM
introduced its own cloud-based storage
and directed the sales force to bundle it
with traditional services.
The results were disastrous. Many
of the sale ...
Cause related marketing is an effective strategy for companies to differentiate themselves, improve their image, and increase sales and customer loyalty. When companies support worthwhile causes that are related to their business or values, most consumers will switch brands or have a more positive opinion of that company. Surveys show over 80% of consumers are influenced by a company's support of charitable causes and will choose brands associated with causes. By partnering with nonprofits, companies can connect with target markets and attract new customers who support the same causes. Cause marketing has been shown to increase sales, visibility, employee loyalty and create a positive brand image when implemented authentically in alignment with a company's values.
Cause related marketing is an effective strategy for companies to differentiate themselves, improve their image, and increase sales and customer loyalty. When companies support worthwhile causes that are related to their business or values, most consumers will switch brands or have a more positive opinion of that company. Surveys show over 80% of consumers are influenced by a company's support of charitable causes and will choose brands associated with causes. Partnering with nonprofit organizations allows companies to connect with specific markets and attract new customers. Done right, cause branding benefits both businesses and the social causes they support.
Florida CIO Summit: Building C-Level Relationships 040509Don Riley
The document discusses how to build successful relationships with CEOs, CFOs, and COOs. It recommends that CIOs understand executives' expectations, focus on business impact, establish frequent communication, and demonstrate how IT supports business objectives. The document also provides advice from executives on developing early relationships, understanding challenges, and avoiding surprises. It outlines tools for managing relationships, including political awareness and communication skills.
This document provides guidance on developing and implementing an effective strategic marketing plan. It emphasizes the importance of having a clear strategic direction and measurable goals. Key aspects discussed include involving stakeholders, understanding the market environment, aligning the plan with organizational objectives, developing strategies and tactics, monitoring progress through metrics and reporting, and continually updating the plan based on results. The overall message is that an effective strategic marketing plan requires focus, accountability, and continuous optimization based on performance.
The document discusses how organizations can stay one step ahead through continuous strategic thinking and management. It emphasizes understanding the market by analyzing customer needs and demands. Organizations should also accept that markets will change and adapt strategically. Strategic thinking involves asking the right questions to develop long-term strategies rather than short-term fixes. Staying ahead requires ongoing collection of both formal and informal data to inform strategic thinking.
Government relations is important for companies to manage their interactions and reputation with government. It involves managing complex external relations with governmental and non-governmental stakeholders to influence public policy. Key aspects of managing government relations include educating stakeholders on the business, building trust through early relationships, and lobbying in the form of meetings, letters, emails and phone calls. Effective government relations can be measured by achieving favorable policies and regulations or preventing unfavorable ones, and also by positively impacting the company's reputation with government representatives.
Sustained growth and profit require aligning employees, customers, strategy, and processes. Engagement is key to alignment and is measured by satisfaction, commitment, pride, loyalty, purpose, advocacy, initiative, persistence and energy. High engagement leads to improved performance, productivity, safety, and lower turnover while low engagement has opposite effects. Alignment must be tailored to each organization and measured regularly using diagnostic tools to identify areas for improvement.
Similar to Justify Your Government Relations Existence Webinar Slide Deck - CQ Roll Call (20)
Causes Supporting Charity for Elderly PeopleSERUDS INDIA
Around 52% of the elder populations in India are living in poverty and poor health problems. In this technological world, they became very backward without having any knowledge about technology. So they’re dependent on working hard for their daily earnings, they’re physically very weak. Thus charity organizations are made to help and raise them and also to give them hope to live.
Donate Us:
https://serudsindia.org/supporting-charity-for-elderly-people-india/
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Presentation by Julie Topoleski, CBO’s Director of Labor, Income Security, and Long-Term Analysis, at the 16th Annual Meeting of the OECD Working Party of Parliamentary Budget Officials and Independent Fiscal Institutions.
FT author
Amanda Chu
US Energy Reporter
PREMIUM
June 20 2024
Good morning and welcome back to Energy Source, coming to you from New York, where the city swelters in its first heatwave of the season.
Nearly 80 million people were under alerts in the US north-east and midwest yesterday as temperatures in some municipalities reached record highs in a test to the country’s rickety power grid.
In other news, the Financial Times has a new Big Read this morning on Russia’s grip on nuclear power. Despite sanctions on its economy, the Kremlin continues to be an unrivalled exporter of nuclear power plants, building more than half of all reactors under construction globally. Read how Moscow is using these projects to wield global influence.
Today’s Energy Source dives into the latest Statistical Review of World Energy, the industry’s annual stocktake of global energy consumption. The report was published for more than 70 years by BP before it was passed over to the Energy Institute last year. The oil major remains a contributor.
Data Drill looks at a new analysis from the World Bank showing gas flaring is at a four-year high.
Thanks for reading,
Amanda
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New report offers sobering view of the energy transition
Every year the Statistical Review of World Energy offers a behemoth of data on the state of the global energy market. This year’s findings highlight the world’s insatiable demand for energy and the need to speed up the pace of decarbonisation.
Here are our four main takeaways from this year’s report:
Fossil fuel consumption — and emissions — are at record highs
Countries burnt record amounts of oil and coal last year, sending global fossil fuel consumption and emissions to all-time highs, the Energy Institute reported. Oil demand grew 2.6 per cent, surpassing 100mn barrels per day for the first time.
Meanwhile, the share of fossil fuels in the energy mix declined slightly by half a percentage point, but still made up more than 81 per cent of consumption.
Presentation by Rebecca Sachs and Joshua Varcie, analysts in CBO’s Health Analysis Division, at the 13th Annual Conference of the American Society of Health Economists.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
3. Joshua Habursky: Director of Advocacy at the
Independent Community Bankers of America and
Chairman, Grassroots Professional Network.
Dr. David K. Rehr: Professor, Scalia Law School, George
Mason University; former CEO, National Association of
Broadcasters (NAB) and National Beer Wholesalers
Association (NBWA).
Megan McCoskey: CQ Advocacy Product Manager works
closely with nonprofits, trade associations and corporate
clients to help them leverage tools to make the most of their
advocacy platforms.
4. Takeaways
• Understanding the ‘impetus’ of justifying your GR existence
• Setting annual expectations of GR goals and activities (to
train senior leadership)
• Tracking and Reporting Key Metrics
• Tips on justifying GR engagement & activity
5. Understanding the ‘impetus’ of
justifying your GR existence
• GR is always seen as a “cost” to business, unlike other vital functions like Sales, Marketing,
Accounting, etc. (Business culture of other functions different – GR has a politic,
government, and increasingly focused business culture)
• Uncertainty and exponential change in markets requires forces organizations to be even
more prudent with expenditures
• Former businessman Donald Trump puts more media pressure on companies Washington
engagement
• More aggressive attack by social activists on business means no GR mistakes can be made
6. Understanding the ‘impetus’ of
justifying your GR existence
• GR is growing in importance within most organizations
• Grassroots/PAC functions provide hard numbers
• Direct Lobbying is advancing in technology, data is becoming more
readily available, and the modern lobbyist must be equipped with key
online and offline communications skills
• Growth in numbers i.e. meetings, interactions, letters to the Hill
provides a near business unit of measurement
8. Corporate and Association
Engagement
• Associations are seen as an outlet for political activity on
behalf of trades and companies
• Some companies are going out on their own in addition to their
association affiliate i.e Patagonia
• Trump Tweet is no longer lethal
• Interdepartmental cooperation is essential in crisis political
communications
10. Leadership general views
on government relations, lobbying
May not really understand what GR does for the company or ‘bottom line’
Probably under incredible pressure to reduce costs or may face new
competition in the market which doesn’t have GR costs
May not hear from GR team unless there is an emergency
GR team may not have direct reports (GC, Marketing, Sales, Corporate
Secretary
Leadership might distrust (or have angst) against elected leaders
Could be nervous of how shareholders, market or customers view GR
11. Tips on justifying GR engagement
& activity
• Track all quantifiable metrics
• Combine hard numbers with anecdotal evidence
• Collect information across GR units- CR, Reg, Policy,
State, Grassroots, PAC
• Process all of the information into digestible
communications (member facing/internal)
• Figure out what needs to be in a report and what needs to
be uttered in a meeting
15. Quantify the impact of
government relations
Tips on pricing cost of government
• Needs to reflect reality
• Will likely become public so be prepared
• Connects you to success of effort
• Need objective pricing
• Should keep reminding leadership of cost
• Also very successful for association/member
organization
16. Have those you attempt to
influence make the case
Members of Congress enjoy speaking to business leaders
1. Meet with your leadership
2. Call your leadership
3. Send a letter to your leadership
Needs to be with someone you have a strong relationship
Can also contact CEO of coalitions partners
17. Proactively set GR
performance metrics
Include:
• Bills
• Proposed Regulations
• GR activities & impact
• Reputation Impact because of GR
• Cost savings
• Get in the habit of staying focused on these metrics
Best defense (but you don’t want to be defensive) is to set Performance
Metrics at beginning of year and provide report at end of year
18. Set Your Own Benchmarks
• If you don’t they will be set for you
• Historical data
• Benchmarking studies
• Make a plan