Mega Challenges

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Societies and companies are confronting three enormous challenges that demand major changes to the way business has always been done:

Screenshot 2021-09-03 at 11.48.38 AMMega Challenge 1: Hotter (and Cleaner). Estimates by leading consultants, such as McKinsey and PricewaterhouseCoopers, suggest that individuals and businesses must reduce carbon emissions by at least 80 percent by 2050 in order to avoid damaging climate change. Although the challenge seems daunting, Winston believes there are encouraging signs around reduced carbon emissions. Pursuing science-based reduction targets is profitable for companies, many large companies have established and already attained aggressive reduction targets, and more and more companies have started to make the Big Pivot when it comes to climate change. The bank HSBC has estimated that by 2020, the climate economy will exceed $2.2 trillion each year.

Mega Challenge 2: Scarcer (and Richer). As people in developing countries become more prosperous and join the middle class, resources are becoming scarcer and more expensive. In the face of dwindling resources and rising prices, radical efficiency is the most practical option for businesses and economies at large. Water is of particular concern. It is a very local commodity that is not transferable, but is essential for industrial development and human life. Winston suggests that one of this century’s biggest challenges will be how societies manage water in the coming years.

The best way to solve these problems is through innovation. In addition, it will be necessary to question strategic choices and consider collaborative consumption. Innovation must focus on both resource efficiency and “heretical innovation” that reinvents the way businesses operate and reduces consumption levels.

Mega Challenge 3: More Open (and Smarter). With the power of the Internet, one customer’s voice can be heard around the world and make or break a company’s brand. Many businesses are taking a proactive approach and tracking online conversations so they can preempt potentially damaging publicity. Winston observes that “radical transparency” is not going away and environmental and social issues are getting more attention than ever before.

Big data is a resource that can be used to improve environmental performance, but maintaining the data centers to store and analyze this information requires significant amounts of energy. Data can be sliced and diced to empower buyers with the information they need as they make purchases. Consumers are also starting to engage in “collaborative consumption.” Firms that make longer-lasting, more sustainable products could gain greater market share.

Companies are turning to open innovation and engaging diverse stakeholders including employees, customers, and others to collaborate and solve complicated problems. This approach will be essential for addressing the mega challenges that exist today and that demand the Big Pivot.

The tools, techniques, and mindsets that companies used in the past to deal with social and environmental challenges will no longer be adequate. It is important to keep in mind that addressing the three mega challenges is not philanthropy. The Big Pivot strategies espoused by Winston focus on creating business value, as well as environmental and social value. Organizations that fail to make the Big Pivot will face reduced profit margins and lower value.

The first step is to decouple business growth from material use. In conjunction with this task, businesses must also reexamine what business growth means. The pursuit of consistent and compounding growth is not possible given the current reality. In lieu of constantly increasing profits, companies may instead focus on improving product quality, enhancing customer satisfaction, or boosting the health of communities.

Eliminating problems such as carbon emissions, toxic waste, and poverty are aggressive goals, but some organizations that are making the Big Pivot are using zero impact as the starting point for their efforts and expanding into restorative products and enterprises. An important way to attain zero impacts is to close every loop possible. A circular economy will demand new technologies, design changes, and shifts in mindsets. Although capitalism creates obstacles to sustainability, it can be powerful if used properly. It will be important not to prioritize short-term profit maximization over long-term prosperity and survival. Prism Philosophy quality programs focusses on how positive impact can be created.

Winston has identified four major hurdles that hinder most companies from pursuing the Big Pivot:

1. Scale and interconnectedness. The magnitude of global challenges is so huge and the problems are so interconnected that it can be hard for people to grasp. Radical efficiency (i.e., 80 percent to 100 percent improvements) is the only way to bring enormous problems to a more manageable scale.

2. Short-termism. Many companies focus heavily on short-term movements in their stock prices. This makes it hard to invest in initiatives that have a longer-term payback. Making the Big Pivot means making big bets for the long term.

3. Valuation gaps. In business, benefits that are hard to quantify are often assumed to have no value even though they could dramatically affect a company’s value. New incentives are needed so organizations will do the right thing for the long term.

4. Silos. Big Pivot solutions require a holistic world-view. Unfortunately, most organizations are siloed into different functions. Shifting to the Big Pivot requires systems-based thinking and working across functional boundaries.

Three Big Ideas

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When planning out a piece of copy, most copywriters use the AIDA approach, which stands for attention, interest, desire, and action. This has been a proven method since the 1950s. While it can be effective, there is an even better structural approach, which is composed of three big ideas:

1. Using promises to engage emotions. Customers make purchasing decisions based on what companies are promising them. Rather than make readers search for a company’s promise, a copywriter should highlight that promise and define it explicitly. Promises register better than benefits because readers process promises emotionally. A well-written promise is specific and triggers at least two emotions, one of which should be curiosity.

2. Using secrets to unlock readers’ emotions. Secrets are tempting to readers for two reasons: They represent rarity and provide a sense of inclusion. Making readers feel as though they have been trusted with a secret will also make them feel more powerful.

3. Using stories to create connections. Stories and storytellers have been around as long as humans. Stories told in copywriting should be quick, suspenseful, and surprising, otherwise readers may lose interest.

Developing Customer Empathy

Successful copywriters exhibit insight and empathy, making each reader feel as though the writing is intended specifically for him or her. Writers must utilize personal copy, which demonstrates true understanding of readers, instead of personalized copy, which merely reflects that they have inserted data that was gathered about readers. It can help writers to think of their target readers as fictional characters, imagining their day-to-day lives and responding to them. Writers must also shift their perspectives from what interests them to what interests their readers.

Flattery Will Get You Everywhere

Compliments can have a wonderful effect when delivered with sincerity. The key to flattery, or exaggerated praise, is to ensure that the core of the compliment is true so the reader will not mind the exaggeration.

The Ancient Greek Secret of Emotionally Engaging Copy

The ancient Greeks were among the first to use language to inspire action. They were more politically minded than today’s typical copywriters, but a lot can be learned by examining how the Greeks built their arguments.

Aristotle’s theory of persuasion rested on three main components:

1. Ethos, the character of the speaker and what gives him or her a credible voice.

2. Pathos, the emotional appeal of the argument, or how the reader becomes engaged.

3. Logos, the intellectual reasoning behind the argument.

Copywriting needs to use the same three components in some combination. Most copywriters are more comfortable with the logos aspect of their sales pitches, so starting with ethos is a good way to find new approaches.

Connecting on Social Media

Business writing for social media is rapidly becoming a necessity for every modern professional. There are three major factors writers must keep in mind when using social media:

  1. What to say.
  2. How to say it.
  3. How to protect their reputations.

In order to be effective, copywriters need to make their content original, fresh, and authentic. They can do this by using blogs, videos, and webinars. All of their content must follow the same rules as traditional copywriting: It should be engaging, clear, friendly, accessible, and trustworthy.

When writing for social media, writers must remember that brevity it important. Social media copy must be tailored to catch readers’ eyes as they scan through their newsfeeds. The beginning of the subject line is most important for sparking interest, and the entire line should be no more than 29 to 39 characters long. The writer’s job is to cut away as much as possible until the core of the message is all that remains.

PRISM Executive Coaching

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PRISM Executive Coaching
PRISM Philosophy

BCG PROJECT – COACHING Session 2 
June – July 2021
PRISM CoachesAverage ScoreFeedbacks
Inderjit Kaur4.712
Dr.Anubha Walia4.649
Sarita Rochwani4.634
Capt Shikha Saxena4.620
Renu Khanna4.543
Manpreet Uppal4.535
Ajay Ramakrishnan4.533
Jayashree M Braganza4.517
www.prismphilosophy.com
PRISM PHILOSOPHY : BCG Coaching Session for 1115 hours

Leaders who expect the best from themselves and others are able to deal effectively with challenges and issues. Limiting negative beliefs and expectations about themselves increases productivity and innovation. However, positive attitude is not going to drive results without a reward. There needs to be an incentive to get the required results.

For instance, if leaders want someone to volunteer to be on their team, they should let the volunteer choose the assignment rather than be assigned a task. This way volunteers will feel they are in control of their desirable assignments rather than stuck with undesirable chores. Choices keep good productive volunteers on the team, and they will be excited to sign up again the next time a project comes around

There are three tips for titleless leaders to get the best results from others:

  1. Raise the bar. Leaders adjust to the levels of demands made on them and those around them. Pushing to exceed standards, leaders will find other people want to be around those who raise the bar and aim for higher achievements.
  2. Expect more – get more. Leaders who expect more from others and themselves will get it. They can encourage followers to show their innovation and resourcefulness by bringing out the best in them.
  3. Decide on the thoughts that fill the day. Leaders can change their days simply by thinking about the outcome. For example, if they think they are problem solvers, then they will figure things out. If they think the work will be difficult, then it will be.

At Prism Philosophy, our Coaches are titleless leaders for organisation leaders and helping them to realise there goal and act as transformational coaches. We are happy to share the feedback received average feedback of 4.75 for completing 1115 coaching hours in pandemic times.

PRISM Empowering Women-2021

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The Importance of Women

Successful businesses strive constantly to develop and grow. Senior management decide on the strategies needed to move the organisation forward and define objectives the organisation needs to achieve. They keep a close eye on the business environment within which they operate. They may introduce new products or services in order to capitalise on market demand and improve their quality, their customer support or any other relevant aspect of their business performance. They may launch business change initiatives aiming to achieve the twin key competencies of effective business performance and cost-efficiency.

But, to make all of this happen you need women; yes I re-instate women. Women who can handle difficult problems or customer complaints; Women who can work with dedication and accuracy; women who can communicate clearly with a diverse group of individuals; women who can examine business intelligence information and find trends, opportunities and insights; women who can manage others.

We often hear the phrases ‘our people are our key resource’ or ‘our staff are the secret of our success’, but we at prism philosophy says its women who makes difference. However, in some organisations, there is a strong basis for these phrases. We could also add to them:

  • Women can manages different priorities and concerns.
  • Women value different things and excel.
  • Senior managers are now women too.
  • Our customers are also women.
  • Our Trainers are also women
  • Our Coaches are also women
  • Our Facilitator are also women

Thank you for trusting womanhood. special gratitude to Wiley, Emerald, Delhi Management Association, Sheros and ESN for recognising Prism effort in 2021.

Inspirational Super Women Award 2021

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Big thank you to Prasanth Hospital, ESN Publications and the Organizing Team, for honouring PRISM and Anubha Walia for this Award, selected for “EMERGING WOMEN LEADER” Award – Exceptional Caliber, Outstanding Performance, and Extraordinary talent. FROM :  INSPIRATIONAL SUPER WOMEN AWARD 2021,
SUPER WOMEN
 <superwomenaward@gmail.com

Winning Teams

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Most leaders have experienced problematic team members, which is common with diverse team compositions. It is tempting for leaders to recruit individuals who all think alike, but this is a mistake. A like-minded team might ease frustrations in many ways, but lack of diversity is a major drawback. Research indicates that diversity within a group yields better results.

Each team member should bring a unique combination of skills and experience to the table. To achieve this, leaders should first understand what they would like to achieve with their teams. They can then identify the skills needed to accomplish their goals and recruit team members who possess those skills. An individual can excel at more than one thing, of course, but a leader should avoid having more than one team member who covers a given specialty.

Screenshot 2021-08-22 at 8.52.48 PMThe resulting diversity of perspective will create a number of possible solutions for any given problem. A team should remain small-between three and seven members. Other experts can be brought in occasionally to consult, but having them there for everything might be a waste of time. Diversity of work styles is also important. This means that, in addition to skills and experience, leaders should also consider attitudes, outlooks, priorities, and work habits when putting a team together.

GET TO KNOW ONE ANOTHER

Once team members are identified and assembled, the next step is the launch meeting. Introductions are generally the first step at these meetings, but they deserve more attention than they typically get. Leaders need to take this opportunity to gather personal data about team members in order to better determine what each of them requires to give their best. Members should understand why they are on the team, why the others are on the team, and what everyone’s expectations are. The launch meeting also helps the team understand that diversity is important and highlights the need to work through differences and embrace the value of each individual’s skillset.

When members introduce themselves, they should be prompted to talk about their strengths. Team members should later be encouraged to talk about how they like to work so a plan can be developed that strikes a compromise between different styles to achieve the greatest results. Finally, team members should take some time to talk about their priorities. Everyone should understand their own goals, ambitions, and commitments, as well as those of other team members. If members have work responsibilities outside of the team, it must be understood how they plan on allocating their time. This helps the other members and the leader understand what assignments they can take on and how available they are for meetings, and plan rough timelines for when tasks can be completed.

ESTABLISH YOUR TEAM’S GOALS

There are two different types of goals for any given team: task goals and process goals. Task goals relate to what needs to get accomplished, while process goals relate to how the work is actually done. Establishing these goals at the start will help make group and individual decision making clearer and provide a framework for personal accountability.

Task goals can be determined by asking team members to identify their ideal outcomes for the project. Sometimes this can be approached in reverse by defining what it would take for the project to fail. Defining what the customer’s total experience should be can also reveal task goals. From there, the team needs to answer three questions:

  1. What actions need to be taken to achieve these task goals?
  2. What are the deadlines for when each step needs to be taken?
  3. How will the team measure its progress along the way?

Once these questions are answered, the team can move on to process goals. These goals should be laid out with the team’s specific culture and members’ individual goals in mind. There are no set rules for creating process goals because they are determined by many factors. Leaders should stay attentive to how team members are performing individually and as a group to best leverage process goals. Members should be encouraged to discuss their hopes and concerns for the group and identify common themes among them. These themes can be tied into process goals to ensure they are addressed during the span of the project.

AGREE ON INDIVIDUAL ROLES

Once task and process goals are set, each member of the team should then be assigned his or her own role, including the leader. Individual team members need to understand their roles within the team, and what success means for a particular role. Roles can be defined by structure or by activity, depending on the group. Roles can also be assigned according to strengths, but leaders might want to have growth assignments as well to develop new competencies within the team. This requires more direct attention from the leader because of time needed for coaching and monitoring.

Roles defined by structure rely on the distinction between the responsibilities of the leader and the rest of the team. The leader should work with team members to gain an understanding of what is expected of him or her, and vice versa. Leaders can help team members understand expectations by developing job descriptions, listing obligations, and defining expectations. A team made up of peers should be discouraged from attempting a project without a leader. Even if the leadership role rotates through the team, a leader is necessary for the quality and success of a project.

Roles defined by activity are often divided into two categories: management of tasks and management of processes. Assignments from these categories should be based on each individual member’s strengths and work habits. These roles may evolve or be redefined over the life of the team.

AGREE ON RULES OF CONDUCT

Different people will have different definitions for what makes a good team member. A team needs to agree on expected behavior so that no one ends up frustrated. Unspoken rules of conduct often lead to misunderstandings. These rules can be built based on the team’s process goals. The purpose of developing rules of conduct is not to have one right way, but to have a level of consistency for how the team is run and what is expected of all members.

Well-considered rules reconcile many diverse personalities, styles, and approaches. Team members can select rules they believe they already follow, as well as those they would like to add or discard to create a boilerplate list. They can then check one another’s lists and hopefully agree on a list of the 10 rules that are most important for the team’s success.

SET THE STAGE FOR ACCOUNTABILITY

Providing feedback can be difficult, largely because most people expect bad news, but it is necessary. Feedback is how a team leader maintains a high standard of work, keeps people motivated, and develops team members’ skills. Team leaders need to measure the progress of tasks against their plans, and check everyone’s roles and behaviors against the established rules of conduct.

Not everyone is comfortable with providing feedback, so an open discussion up front will allow the leader to work with individuals and help develop their skills. The team needs to agree to its process for accountability, such as how members will celebrate success. Periodic meetings should take place where the team can discuss areas of improvement.

COMMIT TO A TEAM CONTRACT

A written contract is one of the best ways to secure commitment from the team. This can happen as soon as the team infrastructure has been set. Signing a physical contract is symbolic of the transition from building a team to working as a team. The contract does not need to follow a specific format, but it should include descriptions of the team’s goals, the roles of individual team members, established rules of conduct, and steps for holding team members accountable. Once signed, the contract should be visible as a reminder to the team.

MAKE OPTIMAL TEAM DECISIONS

Decision making has long been one of the biggest pitfalls of any team. However, building a strong infrastructure means giving the team the tools it needs to make decisions quickly and effectively. The first trick is for team members to stop thinking of decisions in terms of right and wrong, but rather in terms of what is good, or optimal for the group. Making the right choice invites unneeded pressure to achieve perfectionist results, but striving for optimization allows the team to align outcomes with agreed-upon criteria based on established goals.

It is tempting to try to reach a consensus among team members, but it is only necessary when the outcome will affect everyone. What is more important is that, when a decision is made, all members feel that they have been heard and considered. A majority vote is not generally advised, as it creates winners and losers. Leaders must remember to use experts’ advice to inform decisions, but not to allow experts to assume the decision is theirs to make alone.

HOLD PEOPLE ACCOUNTABLE

A team that truly holds itself accountable strives for improvement throughout a project. This can be as simple as ending every meeting by asking what the team did well that day and what can be improved going forward. Teams should examine what practices they should start, stop, and continue. Discussions and observations should always be recorded in some way. These principles can be applied to the accountability of individuals as well, with emphasis on the constructive nature all accountability conversations should have. Leaders should remember that no one can realistically manage more than two behaviors at a time. Hopefully, the leader will have the authority to remove a team member who is unwilling or unable to hold himself or herself accountable or work on improving.

GIVE PEOPLE RECOGNITION

Recognition is among the top four human motivators. Most leaders will find it easy to recognize a team’s good work, but many leaders have difficulty sufficiently recognizing the individuals within their teams. Leaders should take time to get to know each member of their teams personally and use this information to provide recognition in meaningful ways. Leaders must keep positive feedback a part of accountability meetings. Too many of these meetings focus on weaknesses rather than celebrating strengths. Team members also appreciate when recognition is shared publicly, such as when the team gives a presentation.

RESOLVE CONFLICTS CONSTRUCTIVELY

Conflict is inevitable on a team, especially one that was built for diversity of opinion. Conflict can arise from differences in work styles, opposing perspectives or opinions, or even anger between team members. Many people’s solution to conflict is to avoid it or ignore it, but that does not benefit the team. When conflict arises, team leaders should first review established rules for managing it, then get to work identifying the cause. When the cause has been identified, the team should then have another look at the rules to see if they were incomplete or unclear. If so, they can be amended. If not, then individuals may have drifted from the rules. If conflict was created by one or more team members falling out of alignment with the rules, leaders can help them by fostering empathy among all team members as well as reframing the conflict to focus on a solution.

WELCOME NEW MEMBERS

Any change in membership within the team will change the entire team. As such, when a team member comes or goes, the leader should take time to revise that team’s goals, roles, and rules. This is something that the entire team should take part in. The team-building process needs to start again to make sure any new members are brought up to speed. Leaders should remember to recognize the departure of former team members, as well as welcome and properly introduce new members.

MANAGE OUTSIDE THE TEAM

Good team leaders work well within their teams, but they also manage outside their teams, developing beneficial relationship with others within their organizations. These relationships tend to be with individuals with whom the leaders work frequently. Team leaders need to keep in mind how any decisions their teams make could impact others. This includes senior managers, other teams, or support groups like marketing or accounting.

For a team to obtain the resources it needs to be successful, it needs to establish a reputation within the organization, especially with the decision makers. This is best done by controlling what information gets to those groups. Communication roles should be assigned and defined so all team members know to whom they should be talking and what they should be saying. Generally, the most positive and articulate members should become the communicators. These members can focus on sharing information about early team victories, even if they are small. Teams can also earn support from others by providing value of some kind. People generally feel obliged to repay favors, so if a team is helping others, it will most often find that it receives help in return.

DELIVER THE GOODS

It is normal for team members to grow restless toward the end of a project, but it is important to maintain focus until the very end. Leaders need to help team members deal with any strong emotions they may be feeling. The team’s overall success depends very much on how the project’s results will be handed off, so that component still needs to be carefully managed.

Keeping everyone involved in this handoff is another way to ensure their continued attentiveness. Sometimes teams drift apart at a project’s conclusion because there is no sense of closure. Leaders can provide this in several ways, such as giving out awards, messaging team members’ managers about their contributions, inviting senior executives to the final meeting to express their appreciation, and asking the team members themselves to discuss their accomplishments. Teams should also remember to discuss failures as well, but in a positive light, aimed toward better results in the future.

LEARN FROM YOUR TEAM’S EXPERIENCES

It is important to learn from the experiences of a team before moving on to the next project. The main point to evaluate is how well the team met its goals, as well as any lessons learned in the process. Leaders should conduct evaluations of all team members, examining how well they adhered to established rules and processes, what they did and did not achieve, what they did well, and what they did not do as well. Another strategy is to ask team members to reflect on their experience as a part of the team. Leaders should speak with the team before this process to make sure everyone agrees to it and to give them time to think of what they will say.

Road-map for future

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A ROAD MAP FOR CHANGING OUR FUTURE

Around the world, disasters are more frequent and more costly. The future cannot be predicted, but scenario planning enables businesses to identify the external factors that are most likely to cause significant disruptions and then prepare to deal with them before a catastrophe actually occurs.

This process begins with identifying situations that might possibly arise within the next 10 to 15 years based on factors and trends that can be recognized now. Then, organizations must narrow down their lists to the two most potentially influential but uncertain factors. The next step is developing a “matrix” yielding four scenarios based on the interaction of those two factors. It then becomes possible for them to consider which of these scripts best represents the present, which seems most likely to describe the future, and what steps they must take to survive in the emerging reality.

The successful application of this process builds what is called adaptive foresight, which can serve as the foundation for the kind of strategic plan that enables organizations to thrive amid uncertainty. This involves prioritizing projects and initiatives based on their relevance to long-term survival. In other words, taking the most essential steps to reduce the risks that businesses may face. It will all be useless, however, unless the planning process leads to concrete, sustained action, guided by periodic assessments to help clarify what point in the scenario has been reached and whether the strategic plan needs to be modified. Over time, new business possibilities will be revealed.

Before commencing the journey toward greater sustainability, however, it is essential for organizations to establish where they stand currently in terms of environmental, social, and ethical concerns, including their compliance with all legal requirements. This will entail substantial research to compile a picture that can form the basis for strategic decisions on every aspect of these businesses. To be successful, however, changes must be integral–sustainability cannot be simply tacked on to an existing management strategy. By spelling out specific objectives that will create the needed changes in the context of expanded value and then tracking progress toward achieving them, companies can discover their own viable paths toward vibrant and sustainable futures.

POSITIVE: BELIEVE IN BETTER

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Research shows that a positive mindset helps people live longer and better. It also helps leaders turn crises into opportunities by focusing on the future, not the past, identifying and seize new and bigger opportunities, creating belief and motivation within their teams, attracting support for their initiatives, and improving their performance.

Developing a positive mindset starts with controlling self-talk. Leaders have choices about how they think and feel. They should challenge their thoughts, checking every negative thought. Great leaders would do well to identify role models and think and act as they do.

Leaders can condition their mindsets to be positive by:

* Focusing on the future without dwelling too much on the past.

* Counting blessings, finding silver linings in every cloud.

* Helping others and encouraging reciprocity.

* Driving to action, focusing on what can be controlled without worrying about what cannot.

* Breaking daunting tasks into manageable steps while celebrating and rewarding progress.

* Relaxing and smiling, finding the methods that work for the specific case at hand.

Culture of Conscience

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The connectivity of the Internet allows people to see the impact they have on the world. People are extending this social and environmental awareness to their decisions as consumers and employees. This new Conscience Culture is widespread and growing, especially in three distinct areas:

  1. Beliefs
  2. Expectations
  3. Players

Conscience Culture Beliefs

There are several new core beliefs and motivations that influence the way people behave and make decisions about how they connect and communicate with others, what they purchase, and how they support themselves. These new beliefs include:

* Collective self-actualization. In the Conscience Culture, the collective good outweighs personal gain. Self-actualization is a group activity.

* Optimism. Millennials believe that the world they create will be better than what came before them. They also think that businesses and individuals have the responsibility to work for the common good.

* Fairness. The idea that everyone deserves the opportunity for a good life is deeply embedded in the Conscience Culture. Companies appeal to this notion by promoting transparency.

* Well-being. Consumer items are expected to make people’s lives better, and companies are expected to promote the health and well-being of their employees.

* Transparency. The Internet allows investigation and rapid dissemination of information, requiring businesses to embrace transparency in all of their practices.

* Sensible environmentalism. Environmental awareness is now a requirement for most companies. Those that operate in an environmentally sensible manner will attract and retain like-minded employees.

Conscience Culture Expectations

Members of the Conscience Culture expect there to be total synthesis between virtual technology and the physical world. They believe they should be connected at all times in the following ways:

* Mobile connectedness. Access to global information networks is expanding, and companies that find innovative ways to keep their brand names in front of consumers have an open avenue of advertising.

* Human connection. Personal recommendations of products outweigh company advertising. Companies need staff members who can make personal connections with customers both in-person and online.

* Actionability. The new generation expects interactive products that adapt to their needs. They are interested in products that will help them start businesses or create products that will have a positive impact on the world.

* Smarter everything. In the new economy, consumers expect that everything–from their refrigerators to their cars–will become progressively smarter and more responsive to their needs.

* Adjustable anonymity. As people seek to remain connected but also maintain control over their privacy, there is a shift to platforms such as Snapchat and Instagram.

* Shareable content. The concept of individual ownership is changing. Renting and sharing are the new purchasing models.

Conscience Culture Players

The key players in today’s Conscience Culture all have a common mission: doing good. These players fall into several categories, including:

* Social enterprises. Private businesses with social agendas remove some of the burden from social service agencies, work for the common good, and already account for more than $200 billion in the U.S. economy.

* Certification associations. There are a wide range of certifications businesses can tout, from being “green” to fair trade to organic, all of which weigh heavily with consumers.

* Goodness marketplaces. Businesses that provide a central location for purchasing responsibly sourced products are appearing both online and in brick-and-mortar stores.

* Democratizing enablers. Mechanisms such as crowdfunding are enabling entrepreneurs at all economic levels to pursue their business and product ideas, which otherwise would not come to fruition.

* Built-in philanthropy. Another business model involves donating a product or service for each purchase a consumer makes.

* Role models. High-profile leaders and celebrities can use their positions to promote social awareness.

Managing Team Virtually

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http://www.prismphilosophy.com

The Nuts and Bolts of Managing your team Virtually is challenging yet easy. We at Prism during our team meets, training and coaching session identified tools for professionals and employees working in matrix structure.

So how will a virtual team work together day-to-day? We suggest to consider the following for managing team virtually that foster easy communication, promote efficiency and collaboration. We always suggest and share It’s important to train the team on the use and administration of relevant tools, as well as to set expectations. Working toward transparency is key as it forms a trust.Introspect yourself;

  • How often do you expect to hear from each virtual employee? How often should each employee interact with other team members?
  • What combination of email, phone, and/or video conferencing works best? What tools will you use? Consider Skype, GoToMeeting, Google Hangouts, and Google Talk.
  • Is your team required to log into a support tool or instant messenger during work hours?
  • What other collaborative resources are available in you organisation. We suggest some ideas: Flowdock, HipChat, Campfire, Sqwiggle, Hojoki, Podio, and Yammer. You can also consider social media monitoring tools like Hootsuite, Sprout Social, and Falcon Social that enable your team to collaborate on tasks generated from social media posts.
  • Who will be responsible for maintaining tools? What is the policy if something goes down while the person who “owns” the tool is offline?
  • Do you have a self-service help center, with a knowledge base and community?
  • What does the support schedule look like? With a virtual/ distributed team, do you need an on-call schedule?
  • Can you provide in-person team gatherings? Does each team member understand that periodic travel may be required?
  • How can you promote learning, ownership, and responsibility?
  • How can you foster positivity and constructive feedback when your team is often communicating in writing?Monitoring metrics and KPIs, giving performance reviews, and having regular check-ins continue to be as important (if not more so) to a virtual team as to an onsite team.

One of the central challenges when managing a virtual team is keeping the team from feeling isolated specially managing female professionals and new joinees. They have to be managed by understanding work life balance, approach and involvement. Onsite teams generally participate in quarterly team-building events, and while these activities are harder to coordinate with a virtual team, they are still important. It’s equally essential to provide perks, rewards, and opportunities to socialize and have fun. You can get trained with Prism Team or anubhawalia and enhance to manage the team remotely.

Here are a few suggestions for bringing a virtual team together or to provide recognition for a job well done:

  • Bring the team in for a care in-office retreat with opportunities for team building, lunches or dinner, greets, or happy hours.
  • Surprise individuals with a gift card delivered to their email inbox for good job.
  • Promote and support attendance at conferences. It might be fun for a few team members, or even the whole team, to periodically meet in different locations, learn something new, and to share their experiences afterward.

Visibility is a mutual challenge that both managers and virtual employees have to overcome. As with any team dynamic, must actively work on fostering open communication, including both praise and constructive feedback, and on building trust. If managers can place the emphasis on performance and delivery, and look for opportunities to coach and fill gaps in training, a virtual team has the potential to run like a well-oiled machine. All the best.