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BroadVision Marketing Blog

LinkedIn Contacts--Strong and Weak

Posted by Jaco Grobbelaa on Thu, Apr 12, 2012 @ 07:09 PM

LinkedIn: Two Different Groups of People

You will find that you have two different groupsof people in your LinkedIn network—those that have sent you many contacts and those that have not sent you very many. Here are some suggestions from us at BroadVision Marketing.com.

You need to stay connected to the strong ones by sending them emails, texts or calls every two weeks or so. That way they will continue sending you referrals. You can also send them quality referrals, people who can help your contacts the most. Visit their websites and leave comments (all website owners and bloggers love comments). You could even send them something snail mail. Yes, I did say snail mail.

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Topics: marketing, San Francisco Bay Area, Networking, Strong Connections, Weak Connections, Marketing in Petaluma CA, Facebook, Social Media, Marketing Principles, LinkedIn, Business Owner, Jaco Grobbelaar, Leadership

How To Use LinkedIn

Posted by Jaco Grobbelaa on Sun, Apr 08, 2012 @ 08:19 PM

Plenty of business people are not using LinkedIn to the best of their ability because they don't know how to make it work for them. LinkedIn reported that it has reached 135 million registered users as of November 3, 2011, up from 100 million the end of March 2011, consisting of people from more than 200 countries and territories worldwide. Why are people flocking to LinkedIn?

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Topics: marketing, San Francisco Bay Area, Petaluma, Lewis Howes, Marketing Plan, Facebook, Social Media, Marketing Principles, LinkedIn, Business Owner, Business, social media marketing, Branding, Marketing strategy, Leadership


Posted by Jaco Grobbelaar on Sun, Jan 01, 2012 @ 05:02 PM

[caption id="" align="alignright" width="250" caption="Turn it off during Focus hours"] [/caption]

From Andy Sernovitz’s “Damn, I Wish I’d Thought of That” Blog

December 17, 2011

As usual, Sam Parker has some great advice for us on how to focus. Here’s his plan:

Focus hours: Twice each work day, I will hold focus hours. From 9 am – 11 am and from 2 pm – 4 pm, I will become unavailable to anything but true emergencies. My phones will be off to anything inbound (no calls, no texts… airport mode on my cell). It’s only two 2-hour blocks of time where I’m unavailable to others. When I think I can’t do it and that people need to reach me because I’m so very important, I’ll remember that I’m not as important as I think I am.

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Topics: Social Media, Business Owner, Leadership

Great Teams are High-Performance

Posted by Jaco Grobbelaar on Sun, Dec 04, 2011 @ 06:18 PM

[caption id="attachment_2718" align="alignleft" width="226" caption="Teamwork"] [/caption]

Good teams will be well-functioning, but great teams will be high-performance. We have already looked at the ten characteristics of the well-functioning team which included purpose, priorities, roles, decisions, conflict, personal traits, norms, effectiveness, success and training.

Please keep in mind the idea that a team is a group organized to work together to accomplish a set of objectives that cannot be achieved effectively by individuals.

What are the traits of the high-performance team? You might want to compare this set of characteristics of a superior team to one that is well-functioning.

In a high-performance team you will find:

Participative leadership--Being a participative leader means involving team members in making decisions. This is most essential when creative thinking is needed to solve complex problems. If the leader is an acting participant of the team, the team feels interdependent, empowered and freed up to serve each other. When the leader has the team participate in developing answers to problems with the project, the team begins to own the project and to protect it and each other as co-owners.

Shared responsibility— In a shared-responsibility team, That Leader no longer has the sole responsibility for the success of the project or for individual team member performance. That Leader’s new role is to develop the talents, skills, and mindset of all team members so they can participate, contribute, and share in the management and leadership of the team. The team members are empowered and feel comfortable holding one another accountable to the business’s goals. They do not do this using criticism, blame or going behind one another’s backs. Instead they listen to each other’s ideas, express themselves tactfully and praise each other’s good ideas.

Aligned on purpose—The team has a sense of common purpose about why the team exists and its functions. The Purpose is a moral conviction: a rationale that explains why a particular group of talented people—leader and team--should spend their valuable time working together in this group doing these particular things. They have a clean sense of what they are trying to produce, what the performance goals are, the value of a team that works well together, and a sense of interdependence.

High communication—High communication helps the team work in a climate of trust and open, honest communication. Some of the basic patterns for communications behavior are that the leader is clear in what is the important thing to discuss, whether the subjects under discussion support the main issue, are the members connecting with the message, is the communication clear and could this be explained with fewer words and less talk.

Future focused—The team is seeking change as an opportunity for growth, professional, personal and for the business.

Focused on task—The team will work together to see that meetings and interactions are focused on results concerning the project, not on each other or other topics.

Creative talents—All members come to the team with individual talents and creativity which all are encouraged to use on the project. But how does the team discover each person’s talents? Is this person more into people, projects, products or problem solving? To get the best out of a person, it is important to understand what he or she enjoys doing most.

Rapid Response—Not just a medical concept, rapid response refers to the team identifying and acting on opportunities quickly. If a project is not going to work as decided, the team must be able to respond to the problem and come up with some alternate solutions.

Do you see these traits as important parts of a high-performance team? Have you worked in one this these characteristics?

This information is from Washington State School Directors’ Association and found on http://www.nsba.org/sbot/toolkit/.
Jaco Grobbelaar, owner of BroadVision Marketing, helps business owners and business professionals put marketing strategies in place that consistently secure new clients. He can be reached at jaco@broadvisionmarketing.com or 707.799.1238. You can “Like” him at www.facebook.com/broadvisionmarketing or connect with him on www.linkedin.com/in/JacoGrobbelaar.

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Topics: Marketing strategy, Leadership

What Are the Characteristics of Well-functioning Teams?

Posted by Jaco Grobbelaa on Sun, Nov 27, 2011 @ 07:35 PM

[caption id="" align="alignright" width="150" caption="Team members at work"] [/caption]

The purpose for teams is to combine a group of members to work together to accomplish certain goals that cannot be achieved effectively by an individual. Do you wonder why I keep repeating this? It’s because sometimes teams can get off-track like an elementary school student who starts reading an encyclopedia entry for a class and ends up following a cow path far from the subject because he loses focus.





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Topics: team decision making, Decision making, Team conflict, Team personal traits, Team training, Team success, Personal development, Team norms, Team roles, Business, Marketing strategy, Leadership, Team, Team leader

Characteristics of a Team

Posted by Jaco Grobbelaa on Thu, Nov 24, 2011 @ 04:12 PM

[caption id="" align="alignleft" width="182" caption="Sense of unity"] [/caption]

Having spent a lot of time talking about That Leader we are now going to turn to the characteristics of teams.

Regardless of the size of the team there are certain characteristics of a team for it to meet the criteria for being a team at all. Any group of people that gets together for a meeting is an example of a group of people together who may not be members of a common team.

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Topics: United States, Shared goal, Management, Measure of Leadership, Interpersonal relationship, Goal, Unity, Social group, Business, Marketing strategy, Leadership, Team leader

Leadership Teams

Posted by Jaco Grobbelaar on Sun, Nov 20, 2011 @ 05:45 PM

[caption id="" align="alignright" width="200" caption="Team work"] [/caption]

A team is a group organized to work together to accomplish a set of objectives that cannot be achieved effectively by individuals. That Leader knows that a key to successful planning and implementation of any goal is the development of teams. He also decides which type of team he needs of the three types we are going to look at.

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Topics: Marketing strategy, Leadership

15 Causes of Poor Communications

Posted by Jaco Grobbelaa on Thu, Nov 17, 2011 @ 06:22 PM

[caption id="" align="alignright" width="200" caption="Communications"] [/caption]

Poor communications styles are the results of many factors. Here are some of the most common barriers.

  • The sender has a poor knowledge of the subject or is inadequately prepared. We all remember the poor substitute teacher who doesn’t know the material she is asked to convey. Often the students would wind up teaching the “teacher”.

  • The sender does not believe in the message or support the policy behind it. It is very hard to be enthusiastic about something you don’t believe in. That will be communicated with more clarity than the subject.

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Topics: Communication, Mobile phone, Vocabulary, Nonverbal communication, Linguistics, Leadership, Team leader

Conflict and Collaboration

Posted by Jaco Grobbelaar on Tue, Nov 15, 2011 @ 07:13 PM

Conflict occurs when a team member or even the entire team are not getting what they need or want and seek their own self-interest. Often the individual is not aware that he has a need and acts out unconsciously. Other times, however the individual is very aware of his wants and actively works at achieving the goal.

After the team leader has seen the beginnings of the conflict through looking at conflict indicators and has determined if the conflict is destructive or the leader can turn it around into a constructive conflict and has done what he can to resolve the conflict, That Leader might propose a new way of reaching consensus—that of collaboration.

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Topics: Leadership, Team leader

The Causes and Cures of Team Controversy—What That Leader Knows

Posted by Jaco Grobbelaar on Thu, Nov 10, 2011 @ 05:36 PM

[caption id="" align="alignright" width="300" caption="Cause of Anxiety"] [/caption]

We have seen that the three underlying causes of conflict are emotions, anxiety and stress. You would think that differences in values, lack of communication, not understanding the entire project or even power plays would be the causes. But if you look at each of those you will see that beneath each are emotions, anxiety and stress. That Leader is aware of this and understands that some of the resulting conflicts create a few issues that mask them.

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Topics: social media marketing, Marketing strategy, Leadership

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