Mentors are a secret weapon of young entrepreneurs.
If you have been thinking about how your experience can impact young leaders and increase their chances to succeed, then this is something worth looking into.
Learn from Todd Dewett and uncover important skills that every talent professional must have. For more details about LinkedIn Talent Solutions, visit us at https://business.linkedin.com/talent-solutions
The document provides tips for middle managers on managing their relationships with superiors, subordinates, and peers. It advises middle managers to listen to concerns from above and below, facilitate solutions, and support decisions, while also mentoring staff and sharing resources with other departments. The document stresses that providing and sharing information with all parties is an important part of effectively managing relationships up, down and across divisions.
The document discusses the concepts of "managing up" and "leading up" in an organizational context. It defines managing up as consciously working with one's boss to achieve mutual benefits, rather than political maneuvering. Leading up involves offering strategic insights or plans to help the organization. The document notes that while managing up has a negative connotation, leading up can have a positive impact if the organizational culture supports upward feedback and insights from all levels. It provides recommendations for effectively communicating and working with others based on personality types.
The document provides tips for effectively managing one's boss, including understanding their priorities and communication preferences, clearly defining expectations, proactively communicating successes and solutions rather than just problems, seeking feedback, and ensuring one is an asset rather than a problem for the organization. It emphasizes the importance of transparent communication, taking initiative on projects, highlighting benefits to get buy-in for ideas, and continually working to increase one's value.
Program for leaders who want to learn the secrets to employee empowerment. Delivered to the Professional Teleservice Management Association in March 2016. For more information about my speaking programs, or for free leadership and communication tips, tools, and techniques, visit my website at www.Amy-Castro.com
Traits of successful project managers - RICS ArticleDonnie MacNicol
Donnie MacNicol and Brenda Hales identify the behavioural traits the PM needs to develop and encourage in themselves
and others to enhance their success
Learn from Todd Dewett and uncover important skills that every talent professional must have. For more details about LinkedIn Talent Solutions, visit us at https://business.linkedin.com/talent-solutions
The document provides tips for middle managers on managing their relationships with superiors, subordinates, and peers. It advises middle managers to listen to concerns from above and below, facilitate solutions, and support decisions, while also mentoring staff and sharing resources with other departments. The document stresses that providing and sharing information with all parties is an important part of effectively managing relationships up, down and across divisions.
The document discusses the concepts of "managing up" and "leading up" in an organizational context. It defines managing up as consciously working with one's boss to achieve mutual benefits, rather than political maneuvering. Leading up involves offering strategic insights or plans to help the organization. The document notes that while managing up has a negative connotation, leading up can have a positive impact if the organizational culture supports upward feedback and insights from all levels. It provides recommendations for effectively communicating and working with others based on personality types.
The document provides tips for effectively managing one's boss, including understanding their priorities and communication preferences, clearly defining expectations, proactively communicating successes and solutions rather than just problems, seeking feedback, and ensuring one is an asset rather than a problem for the organization. It emphasizes the importance of transparent communication, taking initiative on projects, highlighting benefits to get buy-in for ideas, and continually working to increase one's value.
Program for leaders who want to learn the secrets to employee empowerment. Delivered to the Professional Teleservice Management Association in March 2016. For more information about my speaking programs, or for free leadership and communication tips, tools, and techniques, visit my website at www.Amy-Castro.com
Traits of successful project managers - RICS ArticleDonnie MacNicol
Donnie MacNicol and Brenda Hales identify the behavioural traits the PM needs to develop and encourage in themselves
and others to enhance their success
This document discusses strategies for managing one's boss effectively. It suggests understanding the boss's priorities, communicating proactively to define expectations, and taking initiative on projects while offering solutions rather than just problems. Key approaches include volunteering for the boss's projects, being transparent, using exception-based management, highlighting benefits, and seeking feedback. The overall message is that employees should focus on adding value and being part of the solution rather than the problem from the boss's perspective.
This document provides tips for transitioning from a peer role to a leadership role. It recommends meeting one-on-one with direct reports to clarify expectations, responsibilities, and goals. It also stresses the importance of setting boundaries in the new role, treating all employees equally, and being firm but fair with enforcement of policies. The document concludes by advising leaders to seek guidance from others who have made the transition successfully.
Are you an older or younger worker? Do you feel like you're being discriminated against? Use these helpful tips on how to get around ageism in the job search.
This document provides 25 leadership learnings and tips from the author's managers. Some of the key points include: having high expectations of your team and showing interest in their growth; building rapport by talking casually about non-work topics; coaching your team and taking an interest in their careers; communicating well, being approachable, respecting people's time, and addressing challenges; and focusing on clear written communication to keep the entire team informed.
The document discusses several important aspects of developing and managing an organization, including the importance of excellence, planning, passion, selecting the right people and talent, focusing on outcomes, evaluating performance, maintaining focus on core goals, avoiding common pitfalls, and effectively conducting meetings. It emphasizes selecting people based on talent over just experience, defining clear expectations and outcomes, focusing on strengths, and regularly evaluating progress towards goals.
The document discusses the core skills needed to be a trusted advisor: the ability to earn trust, give advice, and build relationships. It explains that trusted advisors value maintaining relationships over short-term gains. Building trust is a multi-stage process involving engaging with clients, listening to understand their needs, framing issues collaboratively, envisioning solutions together, and committing to agreed upon actions. Trusted advisors focus on understanding clients' perspectives and priorities rather than just providing rational solutions.
The document provides tips for public relations and marketing professionals on how to effectively manage their superior. It recommends prioritizing the manager's priorities, communicating information in the preferred style of the manager, and getting the manager's attention by highlighting team successes and filling needs before they are noticed. Staying relevant through continued learning about the company is also advised.
Presentation of Research Findings, by Danny Whatmough CMPRCA, Associate Direc...Mattcartmell
The document summarizes the results of a survey of in-house PR professionals and agency PR professionals on the state of the PR industry. It finds that while clients recognize the value agencies bring to brand awareness and reputation, clients also have doubts about agencies' abilities to increase sales or work with other marketing disciplines. Both clients and agencies agree that agencies need to provide stronger proof of return on investment and value for money. There is a shift towards more project work and procurement teams being involved in purchasing decisions. Agencies are responding by creating more specialist roles to offer niche advice rather than general capabilities.
Presentation of Research Findings, by YouGov’s Oliver Rowe, Director of Reput...Mattcartmell
Reputation has enormous value and is a concern at the board level. 72% of respondents say their board believes reputation has a strong link to financial performance. While metrics are needed to value reputation efforts, proving a direct economic value is difficult. Non-economic KPIs related to performance, people, and influence may be sufficient if there is management buy-in. External agencies can help clients set measurable objectives and quantify reputation impacts.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
One on One Meetings — The Good, The Bad and The UglyJose Bautista
One-on-One's can add a whole new level of speed and agility to your company. Let's first talk about why One-on-One's are a crucial part of the "operating system" of how a company runs and operate. Because, at the end of the day, a company lives or dies for:
- Getting the best people to join the company
- Keeping them engaged and productive
- Make the great decisions about what these people should work on
In this presentation, we explain the good, the bad and the ugly about One on One meetings.
Consulting Performance - The Consultant's CoreWalter Adamson
This document discusses how consultants can effectively manage themselves and their relationships to deliver strong performance. It emphasizes understanding one's strengths, work style, and values in order to take on roles and responsibilities that play to one's strengths. It also stresses the importance of understanding clients, colleagues, and their strengths, styles, and values in order to build trust and collaborate effectively. The goal is for consultants to know themselves and their relationships so they can say "yes" to opportunities where they will excel and "no" when not the best fit, thereby optimizing their performance and results.
Use Labor Market Information to find out who's really hiring and develop strategies for tapping the "Hidden Job Market". Learn practical tools for job seeking success and discover ten reasons you may not be finding a job.
Improving Job Seeker Outcomes with the G.R.O.W. Coaching ModelMichele Martin
The document discusses using coaching to improve job seeker outcomes. It presents the GROW model for coaching sessions, which includes setting Goals, understanding the current Reality, exploring Options, and committing to action in the Will stage. Coaching provides structure, feedback, and emotional support for job seekers. The benefits of coaching include empowering job seekers and increasing their self-efficacy and skills. Tools like goal-setting, daily questions, challenges, experiments, and group coaching sessions are recommended.
They Are Out There [Finding Top Performers]demontdaniel
The document discusses how to identify and hire high performing employees. It recommends using behavioral interview questions focused on key traits like initiative, personal effectiveness, flexibility, knowledge, teamwork, and leadership. These questions help uncover real examples of how candidates have demonstrated these traits in the past. The document also offers to help companies with hiring by providing access to candidates, performing interviews, and managing the hiring process.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
The document discusses meaningful mentorship and provides guidance on establishing an effective mentoring relationship. It defines what a mentor is and is not, explores the benefits of mentorship, and presents a pyramid model for developing a network of multiple mentors including a primary mentor, key advisors, and peer mentors. The mentorship cycle of initiate, maintain, and adapt is also described to cultivate the relationship over time.
The document discusses best practices for early-stage companies in establishing advisory boards and advisors. It provides guidance on objectives for advisors, identifying advisor needs, recruiting advisors, structuring advisory relationships, compensation, and documentation. Key points covered include defining company needs and challenges, finding advisors that are a good fit for culture and issues, and getting the most value from advisors through clear expectations and regular communication.
This document discusses strategies for managing one's boss effectively. It suggests understanding the boss's priorities, communicating proactively to define expectations, and taking initiative on projects while offering solutions rather than just problems. Key approaches include volunteering for the boss's projects, being transparent, using exception-based management, highlighting benefits, and seeking feedback. The overall message is that employees should focus on adding value and being part of the solution rather than the problem from the boss's perspective.
This document provides tips for transitioning from a peer role to a leadership role. It recommends meeting one-on-one with direct reports to clarify expectations, responsibilities, and goals. It also stresses the importance of setting boundaries in the new role, treating all employees equally, and being firm but fair with enforcement of policies. The document concludes by advising leaders to seek guidance from others who have made the transition successfully.
Are you an older or younger worker? Do you feel like you're being discriminated against? Use these helpful tips on how to get around ageism in the job search.
This document provides 25 leadership learnings and tips from the author's managers. Some of the key points include: having high expectations of your team and showing interest in their growth; building rapport by talking casually about non-work topics; coaching your team and taking an interest in their careers; communicating well, being approachable, respecting people's time, and addressing challenges; and focusing on clear written communication to keep the entire team informed.
The document discusses several important aspects of developing and managing an organization, including the importance of excellence, planning, passion, selecting the right people and talent, focusing on outcomes, evaluating performance, maintaining focus on core goals, avoiding common pitfalls, and effectively conducting meetings. It emphasizes selecting people based on talent over just experience, defining clear expectations and outcomes, focusing on strengths, and regularly evaluating progress towards goals.
The document discusses the core skills needed to be a trusted advisor: the ability to earn trust, give advice, and build relationships. It explains that trusted advisors value maintaining relationships over short-term gains. Building trust is a multi-stage process involving engaging with clients, listening to understand their needs, framing issues collaboratively, envisioning solutions together, and committing to agreed upon actions. Trusted advisors focus on understanding clients' perspectives and priorities rather than just providing rational solutions.
The document provides tips for public relations and marketing professionals on how to effectively manage their superior. It recommends prioritizing the manager's priorities, communicating information in the preferred style of the manager, and getting the manager's attention by highlighting team successes and filling needs before they are noticed. Staying relevant through continued learning about the company is also advised.
Presentation of Research Findings, by Danny Whatmough CMPRCA, Associate Direc...Mattcartmell
The document summarizes the results of a survey of in-house PR professionals and agency PR professionals on the state of the PR industry. It finds that while clients recognize the value agencies bring to brand awareness and reputation, clients also have doubts about agencies' abilities to increase sales or work with other marketing disciplines. Both clients and agencies agree that agencies need to provide stronger proof of return on investment and value for money. There is a shift towards more project work and procurement teams being involved in purchasing decisions. Agencies are responding by creating more specialist roles to offer niche advice rather than general capabilities.
Presentation of Research Findings, by YouGov’s Oliver Rowe, Director of Reput...Mattcartmell
Reputation has enormous value and is a concern at the board level. 72% of respondents say their board believes reputation has a strong link to financial performance. While metrics are needed to value reputation efforts, proving a direct economic value is difficult. Non-economic KPIs related to performance, people, and influence may be sufficient if there is management buy-in. External agencies can help clients set measurable objectives and quantify reputation impacts.
Debby Hopkins, Chief Innovation Officer at Citi and CEO of Citi Ventures, has made a career out of championing innovation. Here's here advice for driving change at work.
Connect: Professional Women’s Network is online community with more than 350,000 members that discusses issues relevant to women and their success. The free LinkedIn group powered by Citi also features videos interviews with influential businesswomen, live Q&As with experts and slideshows with career advice. To learn more and join the conversation in the largest women's group on LinkedIn, visit http://www.linkedin.com//womenconnect.
Sink or Swim? Supporting the Transition to New Manager | Webinar 08.11.15BizLibrary
60% of frontline managers fail within the first two years in their role. 26% felt they were not ready for the role, and 58% reported receiving no management training. What can you do to turn these numbers around?
www.bizlibrary.com
One on One Meetings — The Good, The Bad and The UglyJose Bautista
One-on-One's can add a whole new level of speed and agility to your company. Let's first talk about why One-on-One's are a crucial part of the "operating system" of how a company runs and operate. Because, at the end of the day, a company lives or dies for:
- Getting the best people to join the company
- Keeping them engaged and productive
- Make the great decisions about what these people should work on
In this presentation, we explain the good, the bad and the ugly about One on One meetings.
Consulting Performance - The Consultant's CoreWalter Adamson
This document discusses how consultants can effectively manage themselves and their relationships to deliver strong performance. It emphasizes understanding one's strengths, work style, and values in order to take on roles and responsibilities that play to one's strengths. It also stresses the importance of understanding clients, colleagues, and their strengths, styles, and values in order to build trust and collaborate effectively. The goal is for consultants to know themselves and their relationships so they can say "yes" to opportunities where they will excel and "no" when not the best fit, thereby optimizing their performance and results.
Use Labor Market Information to find out who's really hiring and develop strategies for tapping the "Hidden Job Market". Learn practical tools for job seeking success and discover ten reasons you may not be finding a job.
Improving Job Seeker Outcomes with the G.R.O.W. Coaching ModelMichele Martin
The document discusses using coaching to improve job seeker outcomes. It presents the GROW model for coaching sessions, which includes setting Goals, understanding the current Reality, exploring Options, and committing to action in the Will stage. Coaching provides structure, feedback, and emotional support for job seekers. The benefits of coaching include empowering job seekers and increasing their self-efficacy and skills. Tools like goal-setting, daily questions, challenges, experiments, and group coaching sessions are recommended.
They Are Out There [Finding Top Performers]demontdaniel
The document discusses how to identify and hire high performing employees. It recommends using behavioral interview questions focused on key traits like initiative, personal effectiveness, flexibility, knowledge, teamwork, and leadership. These questions help uncover real examples of how candidates have demonstrated these traits in the past. The document also offers to help companies with hiring by providing access to candidates, performing interviews, and managing the hiring process.
Employee Engagement when Senior Leadership is the ProblemTalentMap
As an HR Leader or CEO, how do you deal with such a sensitive situation and what can you do to facilitate change?
Norm Baillie-David, SVP of Engagement and a seasoned Executive, who has coached leadership teams over the last 30 years, in this insightful webinar covered:
-How widespread is the issue? Are we alone?
-What is the cost of not acting?
-Which leadership behaviours distinguish the "best from the rest"?
-Broaching the subject – who, when and how to approach?
-What's our role and responsibility as HR leaders?
The document discusses meaningful mentorship and provides guidance on establishing an effective mentoring relationship. It defines what a mentor is and is not, explores the benefits of mentorship, and presents a pyramid model for developing a network of multiple mentors including a primary mentor, key advisors, and peer mentors. The mentorship cycle of initiate, maintain, and adapt is also described to cultivate the relationship over time.
The document discusses best practices for early-stage companies in establishing advisory boards and advisors. It provides guidance on objectives for advisors, identifying advisor needs, recruiting advisors, structuring advisory relationships, compensation, and documentation. Key points covered include defining company needs and challenges, finding advisors that are a good fit for culture and issues, and getting the most value from advisors through clear expectations and regular communication.
The document provides career advice from JR to MBA students at Rice University. It emphasizes developing a strong reputation through hard work, impressing key people, and trusting the career development resources. It also includes exercises for students to define their passions and career goals, and explain how an MBA fits into achieving those goals in the short and long-term.
This document provides tips and strategies for empowered interviewing from Laura Maish, founder of Empowered Interviewing. Some key points covered include being authentic and honest in interviews, focusing on showing your strengths and what you can provide for the employer, and asking tough questions to determine if the opportunity is a good fit. The goal is to build trust with employers by knowing what you want and having a clear vision of how you can contribute value.
Business Acumen 5.0 for Sustainable Competitive AdvantagesSeta Wicaksana
Two-thirds of corporate executives believe a lack of business skills or business acumen inhibits their company from meeting strategic priorities. It was established that most strategic plans fail to achieve their strategic goals due to the turbulent changes that exist in the global market today. Since most of the failures in the strategic process occur at the execution stage it is increasingly important that managers at all levels learn how to implement these vital plans while maneuvering through the changes that occur as a result of the dynamics of the markets.
In An organization of high business acumen individuals can expect to see leaders with a heightened perspective that translates into an ability to inspire and excite the organization to achieve its full strategic potential. As your leadership responsibilities expand, so does your need to understand the impact of every decision on the strategic and financial goals of your organization. That's why business acumen—an intuitive sense of how the moving parts of a company work together to create profit —is indispensable.
Engage_Executives_advocates_InfluitiveKevin K. Lau
This document provides guidance on how to engage executive advocates in marketing programs. It discusses that executives are motivated by personal, corporate, and employee growth. Some key ways to engage executives include making challenges quick, rewarding them with experiences over gifts, showing how participation can help with growth, keeping messages concise, curating relevant content for their industry, stroking their ego by incorporating their feedback, and having your own executives participate in the program.
Power networking to find new business (short)GuideDotYou
Phil Parramore is a business mentor and advisor who has over 30 years of experience in both the public and private sectors. He has a master's degree from Leeds University and qualifications in project management, leadership, and equality and diversity. Parramore started his own business, GuideDotYou Change Solutions, to provide mentoring and workshops on business survival, growth, and success. In his presentations, he emphasizes the importance of networking but doing so in a strategic way by sharing goals and asking questions to find new opportunities that can help businesses avoid common pitfalls like lack of sales or leadership that can lead to failure.
The document discusses several aspects of leadership including traits of great leaders, leadership styles, empowering employees, developing vision and strategy, and motivating teams. Great leaders inspire others, communicate a clear vision, empower their teams, and focus on customers. Effective leadership involves developing trust, sharing responsibility, setting goals, and recognizing employees. Leaders must remove obstacles, focus on value creation, and make excellence a habit.
The document discusses several aspects of leadership including traits of great leaders, leadership styles, empowering employees, developing vision and strategy, and motivating teams. Great leaders inspire others, communicate a clear vision, empower their teams, and focus on customers. Effective leadership involves trusting employees, sharing decision-making, setting goals, and recognizing contributions to motivate high performance. Leaders develop ownership, encourage talent, remove obstacles, and focus on creating value for customers.
The document discusses several aspects of leadership including traits of great leaders, leadership styles, empowering employees, developing vision and customer focus. It provides recommendations for becoming a better leader such as learning to empower and encourage talents in others, developing a clear vision, and focusing on customer needs and problem solving. Overall the document offers advice and perspectives on cultivating strong leadership skills.
This document provides strategies for career success, including developing relationships, enhancing your value within your company, and creating a career development plan. It discusses the importance of leadership and retaining talent. Specific tips are provided, such as understanding your company's culture, increasing your visibility, getting support from a coach or mentor, and regularly evaluating your progress. Developing emotional intelligence and communication skills is also emphasized. The goal is to help people advance their careers by taking leadership opportunities and continuously learning and developing themselves.
The document discusses what it takes to be a successful entrepreneur and leader. It defines entrepreneurs as risk-taking individuals who operate businesses and pursue opportunities. Leaders are described as people who guide and inspire others. The document notes that entrepreneurs become successful "entreleaders" by combining an entrepreneur's passion with a leader's character. It provides tips for entrepreneurs such as developing a vision, financial plan, mentoring team, and continuous growth strategy. The document emphasizes adding value for customers, focusing on sales, and monitoring key business metrics like cash flow.
The document discusses several aspects of leadership including traits of great leaders, leadership styles, empowering employees, and developing a vision. It provides recommendations for becoming a better leader such as learning to trust and empower others, encouraging individuals to achieve their full potential, and creating a vision to inspire and guide an organization. Effective leaders focus on customers, set high standards, and inspire others to achieve more than they thought possible.
The document discusses mentoring and provides details about mentoring programs. It defines mentoring as a process where successful individuals help others establish goals and develop skills. The document outlines why mentoring is important, what mentoring is and isn't, who can serve as mentors and mentees, how a mentoring relationship works, potential benefits, core skills involved, and resources for mentoring programs and materials.
The document discusses several aspects of leadership including traits of great leaders, leadership styles, empowering employees, developing vision and strategy, and focusing on customers. Great leaders inspire others, empower their team, and focus on developing a clear vision and strategy to solve customers' problems. Effective leadership involves motivating employees and gaining their trust and commitment through open communication, empowerment, and developing a shared vision for the future.
The document discusses strategies for associations to improve and remain relevant. It recommends that associations lead with a clear vision focused on helping members succeed and providing quality. Associations should evaluate what activities and services to stop, accelerate, or add by focusing on members' needs. Effective communication of the vision is also essential using emotional persuasion. Recruitment of new members and retention of current ones requires an ongoing focus on bringing in the right people for the network.
How Senior Leadership Engage/Disengage in NonprofitsTalentMap
Many Nonprofits eagerly measure employee engagement only to discover that the most important determinant of employee engagement is staff’s perception of the senior leadership team. How do you tell colleagues that “we’re the problem”, and more importantly, how do you address and change leadership behaviours?
Consulting in Today's Marketplace Survey ResultsMelisa Barberá
Independent consultants are anxious about the current market situation as many have seen work cancelled or postponed with no future work date scheduled. That is one of the findings of a recent study by Solverie Inc.
The goals of this survey were to learn more about how this changing market is affecting independent consultants and their work, and to identify opportunities to provide support to consultants during this challenging time. 138 consultants responded to the survey in June and July 2020 with a good distribution across different levels of experience.
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
karnataka housing board schemes . all schemesnarinav14
The Karnataka government, along with the central government’s Pradhan Mantri Awas Yojana (PMAY), offers various housing schemes to cater to the diverse needs of citizens across the state. This article provides a comprehensive overview of the major housing schemes available in the Karnataka housing board for both urban and rural areas in 2024.
How To Cultivate Community Affinity Throughout The Generosity JourneyAggregage
This session will dive into how to create rich generosity experiences that foster long-lasting relationships. You’ll walk away with actionable insights to redefine how you engage with your supporters — emphasizing trust, engagement, and community!
Indira awas yojana housing scheme renamed as PMAYnarinav14
Indira Awas Yojana (IAY) played a significant role in addressing rural housing needs in India. It emerged as a comprehensive program for affordable housing solutions in rural areas, predating the government’s broader focus on mass housing initiatives.
The Power of Community Newsletters: A Case Study from Wolverton and Greenleys...Scribe
YOU WILL DISCOVER:
The engaging history and evolution of Wolverton and Greenleys Town Council's newsletter
Strategies for producing a successful community newsletter and generating income through advertising
The decision-making process behind moving newsletter design from in-house to outsourcing and its impacts
Dive into the success story of Wolverton and Greenleys Town Council's newsletter in this insightful webinar. Hear from Mandy Shipp and Jemma English about the newsletter's journey from its inception to becoming a vital part of their community's communication, including its history, production process, and revenue generation through advertising. Discover the reasons behind outsourcing its design and the benefits this brought. Ideal for anyone involved in community engagement or interested in starting their own newsletter.
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.
2. [2] Over 50% of
professionals are looking for
ways to create positive
impact.
[1] 25-30% of venture-
backed businesses fail.
3. CHANGE?Decide for yourself if you want to:
Meet high potential startups worldwide
Help them minimize risks
Establish long-term relationship
Expand your business network
Become part of advisory board
Be a part of innovative business
6. ∎Have Expert-Level Experience
∎Have had Success as an Entrepreneur
∎Are Patient and Action-Oriented (read have
been recommended)
Eventually they
will, if you
7. HELP?By making yourself accessible
you are allowing them to create
what they love.
They will always have challenges
to overcome. Want to be one?
CHALLENGE
8. MENTOR
Sets expectations and preferences
Review the pitches and questions
Decide how much time you want to spend
SO HOW DOES IT
WORK?
STARTUP
Pitches to mentor to prove worthiness
Asks questions in advance
Shows potential for further collaboration
if there’s such
9. Removes the borders
We believe that borders limit
the opportunities.
That’s why we are attracting
startups internationally and
regardless intention to
participate in accelerator
programes.
Provides infrastructure
We understand that mentoring
is unlikely to be a full-time job.
That’s why we build operations
to make mentoring sessions
easy to schedule and analyze.
Manages expectations
It is always about expectations
of both sides. To avoid time
spent on cooperation that
doesn’t have potential to grow,
Red Button will triage the
pitches and advise startups
accordingly.
WHAT DOES RED
BUTTON DO?
11. STILL HERE?
Write to us
You can find us at @red_button_team & Push@RedButtonForStartups.com
12. CREDITS
Special thanks to all the people who made and released these
awesome resources for free:
∎ Presentation template by SlidesCarnival
∎ Photographs by Unsplash