Today I finally got the Marketing Essentials CD that I ordered from HBR.
I am excited and interested what this concise CD has to offer. I have recently graduated with an MBA in Marketing & General Management degree from a top 20 american university and this CD should be a refresher of what I learned but I am sure there are many things still to learn and explore.
So what caught my attention today...the definition of marketing indeed
"Marketing isn't somebody's responsibility—[it's] everyone's responsibility. "
–Jack Welch
"Marketing is the process of planning and executing the conception, pricing, promotion, and distribution of ideas, goods, and services to create exchanges that satisfy individuals' and companies' goals." --- so what is new for me in this definition, the work pricing is new for me...
so true........
Tuesday, March 30, 2010
Sunday, March 28, 2010
Tips for Making Small Talk With Bigwigs
I read a hbr blog today, which I found to be very informative and will help us propel in our career.
Please click here to read full article...http://blogs.hbr.org/cs/2010/03/tips_for_making_small_talk_wit.html
So here's what you can do.
Do your homework. Learn the issues the senior team is focused on. Ideally everyone in the company should know the strategic priorities. Bone up on these so you know them, too. Think in advance what you will say to a senior person if you meet her in person. Work out a key message about your projects, your career and yourself. This is good practice whether you meet a senior person or not. Finally, if it's a more social meeting, you might try to learn of a boss's personal interests — hobbies, sports he or she likes, or their volunteer activities.
Be yourself. When you are introduced to the senior leader, make eye contact as you shake hands. Smile and act relaxed. Feel free to ask questions about what's going on in the company. If appropriate, talk about what you are working on. This is your opportunity to use your messages. Strive to be brief and to the point.
Read the situation. Keep speaking if the boss is interested; if not, thank the person for his time and move on, even when you didn't get the opportunity to use your key messages. In some ways your sense of decorum is more important than what you say. Rattling on when no one is interested marks you as lacking in self-awareness; knowing when to end the conversation says much about your ability to read the situation.
Never forget that senior leaders are people first; executives second. Never forget your own personal abilities. And never forget that making small talk can have a big impact on your career.
Please click here to read full article...http://blogs.hbr.org/cs/2010/03/tips_for_making_small_talk_wit.html
So here's what you can do.
Do your homework. Learn the issues the senior team is focused on. Ideally everyone in the company should know the strategic priorities. Bone up on these so you know them, too. Think in advance what you will say to a senior person if you meet her in person. Work out a key message about your projects, your career and yourself. This is good practice whether you meet a senior person or not. Finally, if it's a more social meeting, you might try to learn of a boss's personal interests — hobbies, sports he or she likes, or their volunteer activities.
Be yourself. When you are introduced to the senior leader, make eye contact as you shake hands. Smile and act relaxed. Feel free to ask questions about what's going on in the company. If appropriate, talk about what you are working on. This is your opportunity to use your messages. Strive to be brief and to the point.
Read the situation. Keep speaking if the boss is interested; if not, thank the person for his time and move on, even when you didn't get the opportunity to use your key messages. In some ways your sense of decorum is more important than what you say. Rattling on when no one is interested marks you as lacking in self-awareness; knowing when to end the conversation says much about your ability to read the situation.
Never forget that senior leaders are people first; executives second. Never forget your own personal abilities. And never forget that making small talk can have a big impact on your career.
Monday, March 15, 2010
Overcome Resistance With the Right Questions...
Today I read an interesting article, there were many take aways..hope you will also like it..
http://blogs.hbr.org/cs/2010/01/overcome_resistance_with_the_r.html?cm_mmc=npv-_-MANAGEMENT_TIP-_-MAR_2010-_-MTOD0305&referral=00203
Managers meet resistance every day. The way they handle it often is counterproductive.
Asking a series of easily answered questions will help the other person rethink his assumptions and open up possibilities for agreement.
The idea was first proposed by Socrates in classical Athens some 2,400 years ago. The Socratic Method has helped opposing parties reach agreement ever since, though in today's more confrontational world it's greatly underused. Asking a question like "Why do you say that?" can help you learn the reason why the other person isn't cooperating. The reason might surprise you.
You can easily dig a hole for yourself if you give a facile response to an objection without fully understanding what the other person means.
Socrates put the case for using questioning rather than rapid-fire talking neatly: "Nature has given us two ears, two eyes, and but one tongue — to the end that we should hear and see more than we speak," he said.
Let's get more specific: what kinds of questions should you be asking?
You'll need different kinds of questions for different stages in the discussion. Here's a list of six categories of questions for a Socratic Dialogue, compiled by Richard Paul of the Center for Critical Studies:
Questions that help clarify what the other person means.
Questions that probe assumptions.
Questions that look into the rationale, reasons and evidence the other person's using.
Questions examining viewpoints and perspectives.
Questions that probe implications and consequences.
Questions get to the root of the other person's questions.
Asking the right questions is only the beginning of the process, however. You also have to listen carefully to the answers. Taking a cue from Socrates, you should listen with your eyes as well as your ears because the other person might be saying a lot with body language. Posture and movement can signal interest, openness and involvement — or their lack. If there's a disconnect between what you're hearing and what you're seeing, the other person's body language might have more meaning than the words being spoken.
Make it clear from your own body language that you're listening. It's not enough just to ask the question; you have to hear the answer. Lean forward, look closely at the other person, nod in agreement when appropriate. Paraphrase what you're hearing, to show you're listening — and to be certain that you heard it right.
Finally, as with any other dialogue, you must appeal to both the head and the heart of the other person. It isn't only the soundness of your argument that will determine the dialogue's outcome. Unless you also connect on an emotional level you can't be certain that the agreement you reach will be honored.
http://blogs.hbr.org/cs/2010/01/overcome_resistance_with_the_r.html?cm_mmc=npv-_-MANAGEMENT_TIP-_-MAR_2010-_-MTOD0305&referral=00203
Managers meet resistance every day. The way they handle it often is counterproductive.
Asking a series of easily answered questions will help the other person rethink his assumptions and open up possibilities for agreement.
The idea was first proposed by Socrates in classical Athens some 2,400 years ago. The Socratic Method has helped opposing parties reach agreement ever since, though in today's more confrontational world it's greatly underused. Asking a question like "Why do you say that?" can help you learn the reason why the other person isn't cooperating. The reason might surprise you.
You can easily dig a hole for yourself if you give a facile response to an objection without fully understanding what the other person means.
Socrates put the case for using questioning rather than rapid-fire talking neatly: "Nature has given us two ears, two eyes, and but one tongue — to the end that we should hear and see more than we speak," he said.
Let's get more specific: what kinds of questions should you be asking?
You'll need different kinds of questions for different stages in the discussion. Here's a list of six categories of questions for a Socratic Dialogue, compiled by Richard Paul of the Center for Critical Studies:
Questions that help clarify what the other person means.
Questions that probe assumptions.
Questions that look into the rationale, reasons and evidence the other person's using.
Questions examining viewpoints and perspectives.
Questions that probe implications and consequences.
Questions get to the root of the other person's questions.
Asking the right questions is only the beginning of the process, however. You also have to listen carefully to the answers. Taking a cue from Socrates, you should listen with your eyes as well as your ears because the other person might be saying a lot with body language. Posture and movement can signal interest, openness and involvement — or their lack. If there's a disconnect between what you're hearing and what you're seeing, the other person's body language might have more meaning than the words being spoken.
Make it clear from your own body language that you're listening. It's not enough just to ask the question; you have to hear the answer. Lean forward, look closely at the other person, nod in agreement when appropriate. Paraphrase what you're hearing, to show you're listening — and to be certain that you heard it right.
Finally, as with any other dialogue, you must appeal to both the head and the heart of the other person. It isn't only the soundness of your argument that will determine the dialogue's outcome. Unless you also connect on an emotional level you can't be certain that the agreement you reach will be honored.
after a long time........
Where were I. Trying to realize my so called great American dream. I graduated with a MBA degree from US top 25 business school and got lucky to find a job in this very competitive and recession affected job market.
I will say, I am greatful and I know this was the result of the well wishes and prayers of my family. Someone has rightly said that prayers never gets unheard.
I will be regular with my updates ...........
I will say, I am greatful and I know this was the result of the well wishes and prayers of my family. Someone has rightly said that prayers never gets unheard.
I will be regular with my updates ...........
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