kSensei Blog

7 Habits of Highly Effective Blog PR

As the mass media descends into semi-irrelevance, blogging is ascending. Blogs have driven US Senator Lott from power, outed a GOP flack who was asking softball questions for Bush during press conferences and working as a gay escort at night, and caused a CNN executive to resign for remarks at an international conference. Even the journalism school at the University of California, Berkeley, now plans to offer a graduate-level course in blogs. As a result, branding executives must pay greater attention to blogs in three ways.

First, they must distribute their story to blogs, for much the same reasons that they have sought to distribute their story to print, radio and TV media for decades. Second, they must use blogs as a corporate and crisis communications tool. Finally, they must use blogs as a periscope that can provide insights into what customers, prospects and even the disenchanted are saying about offerings.

For those who seek to communicate a brand story through blogs, here are seven rules for highly effective blog PR

How To Write Killer Blog Posts And More Compelling Comments

Writing blog posts and commenting on them are actually very simple. The basic guidelines are to keep your copy lively, factual, tight, clear and short and search engine optimized. Here are basic blog style guidelines.

developerWorks : Blogs : Kurt Bittner

Inevitably, everyone considering process improvements of some sort wants “metrics”, in other words, some statistics that will “prove” that the path down which they are about to embark will result in improvements. Of course the phrase “your mileage may vary” comes to mind - no matter how successful someone else has been with a particular approach is no guarantee that others will achieve the same results. In the end, all they really tell you is that someone else has done it, so there is a possibility that you can do it, too.

The intelligent man finds almost everything ridiculous, the sensible man hardly anything.

Johann Wolfgang von Goethe

An intelligence test sometimes shows a man how smart he would have been not to have taken it.

Laurence J. Peter

The Value of Trust - 01 Nov 2002

Realmente revelador este documento de John Moore, ayuda a entender el valor de la confianza en un organización o en una relación personal.

Apuntando a dejar claros los efectos de la presencia o ausencia de confianza, tambien se revelan alternativas para encarar en forma conciente la generación de confianza y el caracter dinamico de la misma.

Trust is the life-blood of an organization.

Stephen R. Covey
Author & Consultant

The only people who value your specialist knowledge are the ones who already have it.

William Tozier, On trivia and details and miscellanea

Source: Seb’s Open Research

Learning Organizations

In a way those who work in a learning organization are “fully awakened” people. They are engaged in their work, striving to reach their potential, by sharing the vision of a worthy goal with team colleagues. They have mental models to guide them in the pursuit of personal mastery, and their personal goals are in alignment with the mission of the organization. Working in a learning organization is far from being a slave to a job that is unsatisfying; rather, it is seeing one’s work as part of a whole, a system where there are interrelationships and processes that depend on each other. Consequently, awakened workers take risks in order to learn, and they understand how to seek enduring solutions to problems instead of quick fixes. Lifelong commitment to high quality work can result when teams work together to capitalize on the synergy of the continuous group learning for optimal performance. Those in learning organizations are not slaves to living beings, but they can serve others in effective ways because they are well-prepared for change and working with others.

Fast Company | A Problem Shared Is a Problem Solved

Not so long ago, companies created departments to create innovation. But the result was often that innovation was turned into a state secret. The only people who knew what was going on — and therefore the only people who could really contribute — were the Chosen Ones inside the innovation department. Not surprisingly, this approach limits both the quantity and quality of ideas so companies have started to search for new ways of developing new ideas.

One new idea is distributed or open source innovation in which customers (or anyone else for that matter) are the co-producers of the products and services they consume.

Source: Fast Company

KM as a Framework for Managing Knowledge Assets

To successfully understand and manage knowledge in an organization, we need to have a fundamental grasp of an organization’s origins and intent. Why it was founded and what it was supposed to achieve. What are the inputs and what is the planned output? Only humans can communicate those ideas that are the foundation for an organization. Ideas are clearly rooted in the knowledge of the founder. We can all agree that without ideas and the means to communicate, a founder’s knowledge could not be used or useful to an organization.

Source: elearningpost/ KM as a Framework for Managing Knowledge Assets

Trust in yourself. Your perceptions are often far more accurate than you are willing to believe.

Claudia Black

If I had to live my life over again, I’d dare to make more mistakes next time.

Natine Sanger

I am not my memories. I am my dreams.

Terry Hostetler
American Entrepreneur

“Each friend represents a world in us, a world possibly not born until they arrive, and it is only by this meeting that this new world is born.”

Anais Nin

Problems only exist in the human mind.

Anthony de Mello
(1931-1987) Jesuit Priest

developerWorks : Blogs : Kurt Bittner

Delivering successful solutions requires giving people what they need, not what they want. The conventional approach to problem solving is to ask people what they want and then give it to them. The problem with this is that people often don’t really know what they want.

There is a technique that helps to cut through this. I first learned about this a couple of years ago, from an article in the January 2002 issue of the Harvard Business Review entitled “Turn Customer Input into Innovation”. The technique centers around getting people to focus on “œdesired outcomes”. In other words, get people to describe the end result they would like to achieve.

Focusing on desired outcomes frees the stakeholders from micro-managing the system development through the requirements, but also gives them control by providing a way to establish accountability for results.

Source: DeveloperWorks Blogs