Corporate Communications Quotes

Your comfort zone is a place where you keep yourself in a self-illusion and nothing can grow there but your potentiality can grow only when you can think and grow out of that zone.

Effective board meetings encourage active participation from all board members, fostering a culture of open communication and respectful debate.

Art isn't only a painting. Art is anything that's creative, passionate, and personal. And great art resonates with the viewer, not only with the creator. What makes someone an artist? I don't think is has anything to do with a paintbrush. There are painters who follow the numbers, or paint billboards, or work in a small village in China, painting reproductions. These folks, while swell people, aren't artists. On the other hand, Charlie Chaplin was an artist, beyond a doubt. So is Jonathan Ive, who designed the iPod. You can be an artists who works with oil paints or marble, sure. But there are artists who work with numbers, business models, and customer conversations. Art is about intent and communication, not substances. An artists is someone who uses bravery, insight, creativity, and boldness to challenge the status quo. And an artists takes it personally. That's why Bob Dylan is an artist, but an anonymous corporate hack who dreams up Pop 40 hits on the other side of the glass is merely a marketer. That's why Tony Hsieh, founder of Zappos, is an artists, while a boiler room of telemarketers is simply a scam. Tom Peters, corporate gadfly and writer, is an artists, even though his readers are businesspeople. He's an artists because he takes a stand, he takes the work personally, and he doesn't care if someone disagrees. His art is part of him, and he feels compelled to share it with you because it's important, not because he expects you to pay him for it. Art is a personal gift that changes the recipient. The medium doesn't matter. The intent does. Art is a personal act of courage, something one human does that creates change in another.

Clear and consistent reporting fosters transparency, both internally and externally. This promotes open communication among stakeholders and builds trust.

I was once asked if I had any ideas for a really scary reality TV show. I have one reality show that would really make your hair stand on end: "C-Students from Yale." George W. Bush has gathered around him upper-crust C-students who know no history or geography, plus not-so-closeted white supremacists, aka Christians, and plus, most frighteningly, psychopathic personalities, or PPs, the medical term for smart, personable people who have no consciences. To say somebody is a PP is to make a perfectly respectable diagnosis, like saying he or she has appendicitis or athlete's foot . . . PPs are presentable, they know full well the suffering their actions may cause others, but they do not care. They cannot care because they are nuts. They have a screw loose! . . . So many of these heartless PPs now hold big jobs in our federal government, as though they were leaders instead of sick. They have taken charge of communications and the schools, so we might as well be Poland under occupation. They might have felt that taking our country into an endless war was simply something decisive to do. What has allowed so many PPs to rise so high in corporations, and now in government, is that they are so decisive. They are going to do something every fuckin' day and they are not afraid. Unlike normal people, they are never filled with doubts, for the simple reasons that they don't give a fuck what happens next. Simply can't. Do this! Do that! Mobilize the reserves! Privatize the public schools! Attack Iraq! Cut health care! Tap everybody's telephone! Cut taxes on the rich! Build a trillion-dollar missile shield! Fuck habeas corpus and the Sierra Club and In These Times, and kiss my ass! There is a tragic flaw in our precious Constitution, and I don't know what can be done to fix it. This is it: Only nut cases want to be president.

Your VISION and your self-willingness is the MOST powerful elements to conquer your goal

The board of directors should foster a culture of collaboration and open communication.

Open communication and trust create a safe space for sharing ideas, challenging each other's assumptions, and building on each other's strengths. This fosters a collective learning environment where everyone's contributions are valued.

Effective communication is key to building consensus, fostering collaboration, and ensuring that everyone is on the same page. The board chair must be able to communicate clearly and concisely, both verbally and in writing.

Autumn is a momentum of the natures golden beauty…, so the same it’s time to find your momentum of life

Your traditional EDUCATION is not going to CHANGE your life but the life you are experiencing that can change you. Choose a POSITIVE life STYLE with positive ATTITUDE which could bring you a life with HAPPINESS and WISDOM

By encouraging a culture of collaboration, open communication, and constructive debate, boards can harness the collective wisdom of their members and make decisions that drive the company towards long-term success.

Your every positive action in your life will increase your self-esteem and this self-esteem will boost you for more positive action to take you on success

How you think and create your inner world that you gonna become in your outer world. Your inner believe manifest you in the outside

Corporate governance involves its fair share of investor scrutiny, but transparent communication fosters confidence.

If you are not EXCITED enough at your present life its mean your future is not EXITING. Excitement will give you ENTHUSIASM and enthusiasm will give you a positive energetic LIFE STYLE which could give you a successful exiting life…

Understand your purpose and the belief-energy. Belief energy is the core of leadership and success. Design your belief energy for higher purpose and values. Belief energy can inspire and motivate you and others. Articulate, communicate and radiate your positive belief energy.

CONFIDENCE is not showing off your VANITY, it’s about to be HUMBLED and KIND to others what are you truly SKILLED and PROFESSIONAL about…

Give yourself a great self-respect to know who you are then your confidence will shine on you

Design your belief for higher purpose and values. Articulate and communicate your belief energy. Belief energy is the core of leadership and success. 

…[A] copyeditor must read the document letter by letter, word by word, with excruciating care and attentiveness. In many ways, being a copyeditor is like sitting for an English exam that never ends: At any moment, your knowledge of spelling, grammar, punctuation, usage, syntax, and diction is being tested.

Then why does every sentence beginning ‘We need to talk’ end in disaster? Our whole evolutionary history has been about trying to stop information from getting communicated—camouflage, protective coloration, that ink that squids squirt, encrypted passwords, corporate secrets, lying. Especially lying. If people really wanted to communicate, they’d tell the truth, but they don’t.

I, uh, saw Archer last night,” I said, like I’d just bumped into him at Starbucks. “He used this communicating stone thingie to…drop by, and, um, say hello.” “And you just now decided to mention this?” Dad asked. “When I got here, you guys were already yelling at Torin,” I fired back. “I didn’t exactly have a chance to get a word in. Besides, Archer didn’t know anything, really. Or at least nothing more than we do. I didn’t think it was a big deal. He was only here for like, five minutes.” “In your room?” Mom asked, eyebrows up. “He was non-corporeal!” I cried. “And all…ghostly. Everything was totally G-rated, swear.” “One of L-Occhio di Dio is your boyfriend?” Finley asked incredulously.

By setting clear agendas, facilitating participation, leveraging technology, and maintaining strong communication, boards can transform meetings into strategic forums that propel the company towards long-term success.

REJECTION is kind of your negative ILLUSION which has no value but it’s give you a CLUE to go for next level of your ACTION.

Most leading in a corporation is done in small meetings and it’s done at a distance, through written and video communications,

This critique of the ways corporate communication platforms systematically infantilize and trivialize consequential subjects carries particular

when you become addict in to MATERIAL things in life then the TRUE natural life start to run away from you, YES! it's can give you certain pleasure in the society but in the same time it will sabotage your true HAPPINESS of life which we could have simply with GRATITUDE and FORGIVENESS

Whether the person you are dealing with is playing a Monkey dominance game or is a pure predator, he wants to deal with a Monkey. When you are in your Monkey brain you are emotional and most of all predictable. Predators (rapists, robbers, murderers--but also the cold-blooded corporate ladder climber) thrive on this and count on you following your social scripts.

Looking into the VAX, West had imagined he saw a diagram of DEC’s corporate organization. He felt that VAX was too complicated. He did not like, for instance, the system by which various parts of the machine communicated with each other; for his taste, there was too much protocol involved. He decided that VAX embodied flaws in DEC’s corporate organization. The machine expressed that phenomenally successful company’s cautious, bureaucratic style. Was this true? West said it didn’t matter, it was a useful theory.

One of my favorite words is a French word: sousveillance. It is the opposite of surveillance. Surveillance means to look from above; sousveillance means to look from below. In their dream of nation-states controlling all of our financial futures, they made one major miscalculation. It’s a hell of a lot harder for a few hundred thousand people to watch 7 1/2 billion. But what do you think happens when 7 1/2 billion of us stare back? When the panopticon turns around? When our financial systems, our communication systems, are private, and secrecy is an illusion that can’t be sustained? When crimes committed in the names of states and powerful corporations are vulnerable to hackers and whistleblowers and leakers? When everything eventually comes out? We have a great advantage because the natural balance of the system is one in which individuals can have privacy but the powerful cannot have secrecy anymore.

The virus is causing something akin to panic throughout corporate America, which has become used to the typos, misspellings, missing words and mangled syntax so acceptable in cyberspace. The CEO of LoseItAll.com, an Internet startup, said the virus had rendered him helpless. “Each time I tried to send one particular e-mail this morning, I got back this error message: ‘Your dependent clause preceding your independent clause must be set off by commas, but one must not precede the conjunction.’ I threw my laptop across the room.”  . . . If Strunkenwhite makes e-mailing impossible, it could mean the end to a communication revolution once hailed as a significant timesaver. A study of 1,254 office workers in Leonia, N.J., found that e-mail increased employees’ productivity by 1.8 hours a day because they took less time to formulate their thoughts. (The same study also found that they lost 2.2 hours of productivity because they were e-mailing so many jokes to their spouses, parents and stockbrokers.)  . . . “This is one of the most complex and invasive examples of computer code we have ever encountered. We just can’t imagine what kind of devious mind would want to tamper with e-mails to create this burden on communications,” said an FBI agent who insisted on speaking via the telephone out of concern that trying to e-mail his comments could leave him tied up for hours.

Common Speech Weakners: - Voicing an opinion by saying, "I might be wrong about this, but...." By starting your sentence this way, you are discrediting your own idea before you even say it. - Failing to take ownership of your idea by saying "I feel" instead of "I know". - Making an assertion into a question by raising your voice at the end of your sentence. - Shrugging or loking down when speaking. This kind of body language makes us seem less confident and capable. - Communicating a lack of commitment to our statements by allowing our voice to rail off at the end of our sentence.

Military and corporate structures are hierarchical, complex, and arcane. Both science and technology employ an esoteric language familiar mainly to the initiates, while military-speak is a language unto itself. Democracy, whose culture extols the common and shared, is alien to all of these practices and their modes of communication.

Remember, nonverbal communication is extremely important. Be cognisant of your posture, eye contact, and the amount of physical space you take up.

Setting a goal is like to set your destination point in your life GPS which could take you to your desire position as you dreamed about...

He was a terrible communicator and didn’t know how to sort out his thoughts on a daily basis, let alone provide long-term corporate direction. But

Design your belief energy. Articulate it. Communicate it and manifest it. Belief energy is the heart of leadership and success. 

[A]n important takeaway from our study for corporate executives is that communications with investors, and probably other critical managerial decisions and negotiations, should be conducted earlier in the day.”11

An attention economy dissolves the separation between the personal and professional, between entertainment and information, all overridden by a compulsory functionality of communication that is inherently and inescapably 24/7. Even as a contemporary colloquialism, the term “eyeballs” for the site of control repositions human vision as a motor activity that can be subjected to external direction or stimuli. The goal is to refine the capacity to localize the eye’s movement on or within highly targeted sites or points of interest. The eye is dislodged from the realm of optics and made into an intermediary element of a circuit whose end result is always a motor response of the body to electronic solicitation. It is out of this context that Google and other corporate players now compete for dominance over the remains of the everyday.

According to a study by Boston Consulting Group, when asked about their bosses, the number one complaint of employees at multinational corporations is that they don’t “communicate the team’s mission clearly,” and that, as a result, the employees don’t know what their objectives are.

So stark were the results that the authors do something rare in academic papers: They offer specific, practical advice. “[A]n important takeaway from our study for corporate executives is that communications with investors, and probably other critical managerial decisions and negotiations, should be conducted earlier in the day.

Looking into the VAX, West had imagined he saw a diagram of DEC’s corporate organization. He felt that VAX was too complicated. He did not like, for instance, the system by which various parts of the machine communicated with each other; for his taste, there was too much protocol involved. He decided that VAX embodied flaws in DEC’s corporate organization.

Real communication among singularities in networks thus requires an encampment. This is the kind of self-learning experience and knowledge production that takes place, for example, in student occupations. The moment feels magical and enlightening because in being together a collective intelligence and a new kind of communication are constructed. In the occupied squares of 2011, from Tahrir to Puerta del Sol to Zuccotti Park, new truths were produced through discussion, conflict, and consensus in assemblies. Working groups and commissions on topics from housing rights and mortgage foreclosures to gender relations and violence function as both self-learning experiences and means to spread knowledge production. Anyone who has lived through such an encampment recognizes how new knowledges and new political affects are created in the corporeal and intellectual intensity of the interactions.

As a woman of color who is interested in these issues of democracy and who wants to enact social change, Pilaf sees the Internet as a tool that perpetuates the corporate, white, middle-class hegemony of American consumer culture rather than a tool for revolution. Instead of viewing the Internet as a new outlet for activism and that opens up a world of communication, Pilaf sees the online communication and activism as an escape valve, a way to remove oneself from interactions with people. Although I disagree with her on this point, I’m very much aware that my ability to see the Internet as revolutionary comes from a place of privilege, in which I can think of the Internet as a sexual, political, and intellectual arena because I’m in a place (geographically and economically) where these are the very things that are my primary focus and concern. Although some of Pilaf’s criticisms overlap with those technophobes who view the Internet as the devil’s playground, her observations come from a very real, intense place of political and personal discomfort with forging ahead of digital culture and the casualties this ‘progress’ may leave.

Language is a productive force; like technology, it is not amenable to social control. In the postmodern era, both language and technology rule, but each shows signs of exhaustion. Today's symbolic reflects nothing much more than the habit of power behind it. Human connectedness and corporeal immediacy have been traded away for a fading sense of reality. The poverty and manipulation of mass communication is the postmodern version of culture. Here is the voice of industrial modernity as it goes cyber/digital/ virtual, mirroring its domesticated core, a facet of mass production.

If music is meant to help us engage emotionally with words, then most churches need a broader emotional range in the songs they sing. We need songs of reverence, awe, repentance, and grief as well as songs of joy, celebration, freedom, and confidence. The holiness of God cannot be adequately expressed in a two-minute up-tempo pop song. The jubilant triumph of Christ’s victory over sin can’t be fully communicated in a slow a cappella hymn. There are varied traditions of song throughout history as well as very different hymn-writers: Puritans, psalm singers, pietists, charismatics, modern worship songs. Why do we need to pit them against one another? As long as the lyrics are edifying and faithful to Scripture, why can’t we draw from each tradition to enable a broader range of emotional responses in corporate worship?

The language of the rebuild eludes me. It may as well be in Malay for all that I can grasp it. No, that’s not true. If it were Malay, in my limited experience of it, there would be a kindness to it, with declined nouns that invoke a sense of shared communities and values; and qualifiers that allow for misunderstandings, acknowledging this to be perfectly natural and human, and more importantly, a mutually adjustable state of affairs. The language of the insurer, however, is that of the worst of the corporate West. It is management-speak that hears only its own voice. It has closed meanings known only to the initiated; and omissions deliberately designed to confuse. The language of the builder is exclusive; dwangs, thermal-broken, and rondo battens are all terms that are potential minefields of extra expense, if they are not examined, priced, queried, rolled around the tongue for size and spat out for effect.

The Bill of Rights is largely a prescription for preventing government from restricting the flow of information and ideas. But the Founding Fathers did not foresee that tyranny by government might be superseded by another sort of problem altogether, namely, the corporate state, which through television now controls the flow of public discourse in America. I raise no strong objection to this fact (at least not here) and have no intention of launching into a standard-brand complaint against the corporate state. I merely note the fact with apprehension, as did George Gerbner, Dean of the Annenberg School of Communication, when he wrote: Television is the new state religion run by a private Ministry of Culture (the three networks), offering a universal curriculum for all people, financed by a form of hidden taxation without representation. You pay when you wash, not when you watch, and whether or not you care to watch.

Qualities such as honesty, determination, and a cheerful acceptance of stress, which can all be identified through probing questionnaires and interviews, may be more important to the company in the long run than one's college grade-point average or years of "related experience." Every business is only as good as the people it brings into the organization. The corporate trainer should feel his job is the most important in the company, because it is. Exalt seniority-publicly, shamelessly, and with enough fanfare to raise goosebumps on the flesh of the most cynical spectator. And, after the ceremony, there should be some sort of permanent display so that employees passing by are continuously reminded of their own achievements and the achievements of others. The manager must freely share his expertise-not only about company procedures and products and services but also with regard to the supervisory skills he has worked so hard to acquire. If his attitude is, "Let them go out and get their own MBAs," the personnel under his authority will never have the full benefit of his experience. Without it, they will perform at a lower standard than is possible, jeopardizing the manager's own success. Should a CEO proclaim that there is no higher calling than being an employee of his organization? Perhaps not-for fear of being misunderstood-but it's certainly all right to think it. In fact, a CEO who does not feel this way should look for another company to manage-one that actually does contribute toward a better life for all. Every corporate leader should communicate to his workforce that its efforts are important and that employees should be very proud of what they do-for the company, for themselves, and, literally, for the world. If any employee is embarrassed to tell his friends what he does for a living, there has been a failure of leadership at his workplace. Loyalty is not demanded; it is created. Why can't a CEO put out his own suggested reading list to reinforce the corporate vision and core values? An attractive display at every employee lounge of books to be freely borrowed, or purchased, will generate interest and participation. Of course, the program has to be purely voluntary, but many employees will wish to be conversant with the material others are talking about. The books will be another point of contact between individuals, who might find themselves conversing on topics other than the weekend football games. By simply distributing the list and displaying the books prominently, the CEO will set into motion a chain of events that can greatly benefit the workplace. For a very cost-effective investment, management will have yet another way to strengthen the corporate message. The very existence of many companies hangs not on the decisions of their visionary CEOs and energetic managers but on the behavior of its receptionists, retail clerks, delivery drivers, and service personnel. The manager must put himself and his people through progressively challenging courage-building experiences. He must make these a mandatory group experience, and he must lead the way. People who have confronted the fear of public speaking, and have learned to master it, find that their new confidence manifests itself in every other facet of the professional and personal lives. Managers who hold weekly meetings in which everyone takes on progressively more difficult speaking or presentation assignments will see personalities revolutionized before their eyes. Command from a forward position, which means from the thick of it. No soldier will ever be inspired to advance into a hail of bullets by orders phoned in on the radio from the safety of a remote command post; he is inspired to follow the officer in front of him. It is much more effective to get your personnel to follow you than to push them forward from behind a desk. The more important the mission, the more important it is to be at the front.

When we mix a practical ability to engineer minds with our ignorance of the mental spectrum and with the narrow interests of governments, armies and corporations, we get a recipe for trouble. We may successfully upgrade our bodies and our brains, while losing our minds in the process. Indeed, techno-humanism may end up downgrading humans. The system may prefer downgraded humans not because they would possess any superhuman knacks, but because they would lack some really disturbing human qualities that hamper the system and slow it down. As any farmer knows, it’s usually the brightest goat in the flock that stirs up the most trouble, which is why the Agricultural Revolution involved downgrading animals’ mental abilities. The second cognitive revolution, dreamed up by techno-humanists, might do the same to us, producing human cogs who communicate and process data far more effectively than ever before, but who can hardly pay attention, dream or doubt. For millions of years we were enhanced chimpanzees. In the future, we may become oversized ants.

Other animals may also imagine various things. A cat waiting to ambush a mouse might not see the mouse, but may well imagine the shape and even taste of the mouse. Yet to the best of our knowledge, cats are able to imagine only things that actually exist in the world, like mice. They cannot imagine things that they have never seen or smelled or tasted – such as the US dollar, the Google corporation or the European Union. Only Sapiens can imagine such chimeras. Consequently, whereas cats and other animals are confined to the objective realm and use their communication systems merely to describe reality, Sapiens use language to create completely new realities. During the last 70,000 years the intersubjective realities that Sapiens invented became ever more powerful, so that today they dominate the world. Will the chimpanzees, the elephants, the Amazon rainforests and the Arctic glaciers survive the twenty-first century? This depends on the wishes and decisions of intersubjective entities such as the European Union and the World Bank; entities that exist only in our shared imagination. No

Time after time, the villain in Hollywood films will turn out to be the 'evil corporation'. Far from undermining capitalist realism, this gestural anti-capitalism actually reinforces it. Take Disney/ Pixar's Wall-E (2008). The film shows an earth so despoiled that human beings are no longer capable of inhabiting it. We're left in no doubt that consumer capitalism and corporations - or rather one mega-corporation, Buy n Large - is responsible for this depredation; and when we see eventually see the human beings in offworld exile, they are infantile and obese, interacting via screen interfaces, carried around in large motorized chairs, and supping indeterminate slop from cups. What we have here is a vision of control and communication much as Jean Baudrillard understood it, in which subjugation no longer takes the form of a subordination to an extrinsic spectacle, but rather invites us to interact and participate … But this kind of irony feeds rather than challenges capitalist realism. A film like Wall-E exemplifies what Robert Pfaller has called 'interpassivity': the film performs our anti-capitalism for us, allowing us to continue to consume with impunity.

The cane is just not going to cut it. I shared with some of my colleagues that these brothers live in neighborhoods where they are getting whapped with a piece of stick all night, stabbed with knives, and pegged with screwdrivers that have been sharpened down, and they are leaking blood. When you come to a fella without even interviewing him, without sitting him down to find out why you did what you did, your only interest is caning him, because you are burned out and frustrated yourself. You say to him, ‘Bend over, you are getting six.’ And the boy grits his teeth, skin up his face, takes those six cuts, and he is gone. But have you really been effective? Caning him is no big deal, because he’s probably ducking bullets at night. He has a lot more things on his mind than that. On the other hand, we can further send our delinquent students into damnation by telling them they are no body and all we want to do is punish, punish, punish. Here at R.M. Bailey, we have been trying a lot of different things. But at the end of the day, nothing that we do is better than the voice itself. Nothing is better than talking to the child, listening, developing trust, developing a friendship. Feel free to come to me anytime if something is bothering you, because I was your age once before. Charles chuck Mackey, former vice principal and coach of the R. M. Bailey Pacers school.

We usually think of empires as violent undertakings. As Frantz Fanon observed in the 1960s, the process of conquering and governing a colony is, by definition, violent. But in the context of global capitalism, empire has a more expansive meaning. Capitalist empires are not simply the states capable of winning the most wars; they are the command centers of the capitalist world system. Their corporations are the largest and most powerful multinationals, extracting profits from all corners of the globe and sucking them back to the imperial core. Their financial institutions are some of the most important nodes in the networks of global finance. The priorities of their governments are forcefully communicated to -and sometimes enforced upon- less powerful states. In fact, at the global level it is much easier to see the equivalence between economic and political power than it is domestically. The power of US businesses abroad is maintained through an international order that prioritizes the interests of US capital, promulgated by the US government and its allies. The power of US finance rests on the central role played by the dollar as the global reserve currency, which is it self a function of American military, political, and economic might. American military power, meanwhile, stems from and helps to reinforce the power of a web of military contractors, weapons manufacturers, and research hubs that provide the expertise and equipment needed to maintain its supremacy. In certain parts of the world, as in Iraq after its invasion, the US government has rules through private corporations like Halliburton. Empire is, then, about more than formal colonization -it refers to all the processes through which the world's most powerful capitalist institutions plan who gets what at the level of the world economy. Throughout history, this imperial power has often been exercised through horrendous acts of violence that have warped the development of entire societies for decades. But today, it is often exerted in far more covert ways, such as through the secretive system of international courts or international financial institutions imposing rigid conditions on countries trying to access emergency lending.

In the future that globalists and feminists have imagined, for most of us there will only be more clerkdom and masturbation. There will only be more apologizing, more submission, more asking for permission to be men. There will only be more examinations, more certifications, mandatory prerequisites, screening processes, background checks, personality tests, and politicized diagnoses. There will only be more medication. There will be more presenting the secretary with a cup of your own warm urine. There will be mandatory morning stretches and video safety presentations and sign-off sheets for your file. There will be more helmets and goggles and harnesses and bright orange vests with reflective tape. There can only be more counseling and sensitivity training. There will be more administrative hoops to jump through to start your own business and keep it running. There will be more mandatory insurance policies. There will definitely be more taxes. There will probably be more Byzantine sexual harassment laws and corporate policies and more ways for women and protected identity groups to accuse you of misconduct. There will be more micro-managed living, pettier regulations, heavier fines, and harsher penalties. There will be more ways to run afoul of the law and more ways for society to maintain its pleasant illusions by sweeping you under the rug. In 2009 there were almost five times more men either on parole or serving prison terms in the United States than were actively serving in all of the armed forces.[64] If you’re a good boy and you follow the rules, if you learn how to speak passively and inoffensively, if you can convince some other poor sleepwalking sap that you are possessed with an almost unhealthy desire to provide outstanding customer service or increase operational efficiency through the improvement of internal processes and effective organizational communication, if you can say stupid shit like that without laughing, if your record checks out and your pee smells right—you can get yourself a J-O-B. Maybe you can be the guy who administers the test or authorizes the insurance policy. Maybe you can be the guy who helps make some soulless global corporation a little more money. Maybe you can get a pat on the head for coming up with the bright idea to put a bunch of other guys out of work and outsource their boring jobs to guys in some other place who are willing to work longer hours for less money. Whatever you do, no matter what people say, no matter how many team-building activities you attend or how many birthday cards you get from someone’s secretary, you will know that you are a completely replaceable unit of labor in the big scheme of things.

Most exciting, the growth mindset can be taught to managers. Heslin and his colleagues conducted a brief workshop based on well-established psychological principles. (By the way, with a few changes, it could just as easily be used to promote a growth mindset in teachers or coaches.) The workshop starts off with a video and a scientific article about how the brain changes with learning. As with our “Brainology” workshop (described in chapter 8), it’s always compelling for people to understand how dynamic the brain is and how it changes with learning. The article goes on to talk about how change is possible throughout life and how people can develop their abilities at most tasks with coaching and practice. Although managers, of course, want to find the right person for a job, the exactly right person doesn’t always come along. However, training and experience can often draw out and develop the qualities required for successful performance. The workshop then takes managers through a series of exercises in which a) they consider why it’s important to understand that people can develop their abilities, b) they think of areas in which they once had low ability but now perform well, c) they write to a struggling protégé about how his or her abilities can be developed, and d) they recall times they have seen people learn to do things they never thought these people could do. In each case, they reflect upon why and how change takes place. After the workshop, there was a rapid change in how readily the participating managers detected improvement in employee performance, in how willing they were to coach a poor performer, and in the quantity and quality of their coaching suggestions. What’s more, these changes persisted over the six-week period in which they were followed up. What does this mean? First, it means that our best bet is not simply to hire the most talented managers we can find and turn them loose, but to look for managers who also embody a growth mindset: a zest for teaching and learning, an openness to giving and receiving feedback, and an ability to confront and surmount obstacles. It also means we need to train leaders, managers, and employees to believe in growth, in addition to training them in the specifics of effective communication and mentoring. Indeed, a growth mindset workshop might be a good first step in any major training program. Finally, it means creating a growth-mindset environment in which people can thrive. This involves: • Presenting skills as learnable • Conveying that the organization values learning and perseverance, not just ready-made genius or talent • Giving feedback in a way that promotes learning and future success • Presenting managers as resources for learning Without a belief in human development, many corporate training programs become exercises of limited value. With a belief in development, such programs give meaning to the term “human resources” and become a means of tapping enormous potential.

Here we introduce the nation's first great communications monopolist, whose reign provides history's first lesson in the power and peril of concentrated control over the flow of information. Western Union's man was one Rutherford B. Hates, an obscure Ohio politician described by a contemporary journalist as "a third rate nonentity." But the firm and its partner newswire, the Associated Press, wanted Hayes in office, for several reasons. Hayes was a close friend of William Henry Smith, a former politician who was now the key political operator at the Associated Press. More generally, since the Civil War, the Republican Party and the telegraph industry had enjoyed a special relationship, in part because much of what were eventually Western Union's lines were built by the Union Army. So making Hayes president was the goal, but how was the telegram in Reid's hand key to achieving it? The media and communications industries are regularly accused of trying to influence politics, but what went on in the 1870s was of a wholly different order from anything we could imagine today. At the time, Western Union was the exclusive owner of the nationwide telegraph network, and the sizable Associated Press was the unique source for "instant" national or European news. (It's later competitor, the United Press, which would be founded on the U.S. Post Office's new telegraph lines, did not yet exist.) The Associated Press took advantage of its economies of scale to produce millions of lines of copy a year and, apart from local news, its product was the mainstay of many American newspapers. With the common law notion of "common carriage" deemed inapplicable, and the latter day concept of "net neutrality" not yet imagined, Western Union carried Associated Press reports exclusively. Working closely with the Republican Party and avowedly Republican papers like The New York Times (the ideal of an unbiased press would not be established for some time, and the minting of the Time's liberal bona fides would take longer still), they did what they could to throw the election to Hayes. It was easy: the AP ran story after story about what an honest man Hayes was, what a good governor he had been, or just whatever he happened to be doing that day. It omitted any scandals related to Hayes, and it declined to run positive stories about his rivals (James Blaine in the primary, Samuel Tilden in the general). But beyond routine favoritism, late that Election Day Western Union offered the Hayes campaign a secret weapon that would come to light only much later. Hayes, far from being the front-runner, had gained the Republican nomination only on the seventh ballot. But as the polls closed his persistence appeared a waste of time, for Tilden, the Democrat, held a clear advantage in the popular vote (by a margin of over 250,000) and seemed headed for victory according to most early returns; by some accounts Hayes privately conceded defeat. But late that night, Reid, the New York Times editor, alerted the Republican Party that the Democrats, despite extensive intimidation of Republican supporters, remained unsure of their victory in the South. The GOP sent some telegrams of its own to the Republican governors in the South with special instructions for manipulating state electoral commissions. As a result the Hayes campaign abruptly claimed victory, resulting in an electoral dispute that would make Bush v. Gore seem a garden party. After a few brutal months, the Democrats relented, allowing Hayes the presidency — in exchange, most historians believe, for the removal of federal troops from the South, effectively ending Reconstruction. The full history of the 1876 election is complex, and the power of th

Company Team Buildingis a tool that can help inside inspiring a team for that satisfaction associated with organizational objectives. Today?azines multi-cultural society calls for working in a harmonious relationship with assorted personas, particularly in global as well as multi-location companies. Business team building events strategies is a way by which team members tend to be met towards the requirements of the firm. They help achieve objectives together instead of working on their particular. Which are the benefits of company team building events? Team building events methods enhance conversation among co-workers. The huge benefits include improved upon morality as well as management skills, capacity to handle difficulties, and much better understanding of work environment. Additional positive aspects would be the improvements inside conversation, concentration, decision making, party problem-solving, and also reducing stress. What are the usual signs that reveal the need for team building? The common signs consist of discord or even hostility between people, elevated competitors organizations between staff, lack of function involvement, poor decision making abilities, lowered efficiency, as well as poor quality associated with customer care. Describe different methods of business team development? Company team development experts as well as person programs on ?working collaboratively? can supply different ways of business team building. An important method of business team building is actually enjoyment routines that want communication between the members. The favored activities are fly-fishing, sailing regattas, highway rallies, snow boarding, interactive workshops, polls, puzzle game titles, and so forth. Each one of these routines would help workers be competitive and hone their own side considering abilities. Just what services are offered by the team building events trainers? The majority of the coaches offer you enjoyable functions, coming from accommodation to be able to dishes and much more. The actual packages include holiday packages, rope courses, on-going business office video games, and also ice-breakers. Coaching fees would depend on location, number of downline, classes, and sophistication periods. Special discounts are available for long-term deals of course, if the quantity of associates will be higher. Name some well-known corporate team development event providers within the U.Utes. Several well-liked companies are Accel-Team, Encounter Based Studying Inc, Performance Supervision Organization, Team development Productions, The education Haven Incorporated, Enterprise Upwards, Group Contractors In addition, and Team development USA.If you want to find out more details, make sure you Clicking Here

It must be known that even though these apprehensions can come to the bodily senses from God, one must never rely on them or accept them. A person should rather flee from them completely and have no desire to examine whether they be good or bad. The more exterior and corporeal these things are, the less certain is their divine origin. God's self-communication is more commonly and appropriately given to the spirit, in which there is greater security and profit for the soul, than to the senses, where ordinarily there is extreme danger and room for deception. Thinking that spiritual things are identical with what is felt, the bodily sense usually sets itself up as arbiter and judge over them. But spiritual things are as different from what is sensed as is the body from the soul and sensibility from reason. The bodily sense is as ignorant of spiritual matters as a beast is of rational matters, and even more. 3. Individuals who esteem these apprehensions are in serious error and extreme danger of being deceived. Or at least they will hinder their spiritual growth because, as we mentioned,[ 2] these corporeal perceptions bear

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It’s worth noting, incidentally, that most private corporations are fantastically inefficient, although their inefficiency is disguised by collusion with the government: Contrary to their claims of efficiency, most large corporations…spend an inordinate portion of society’s resources on advertising, executive perks and salaries, transportation and communications to far-flung corporate empires, and lobbying expenses. Most depend for their profits and survival on a complex regime of public subsidies, exemptions, and externalized costs, including the indirect subsidies they gain when allowed to pay less than a living wage, maintain substandard working conditions, market hazardous products, dump untreated wastes into the environment, and extract natural resources from public lands at below-market prices. Ralph Estes…estimates that in 1994 corporations extracted more than $2.6 trillion a year in such subsidies in the United States alone—roughly five times their reported profits… It is one of the basic principles of efficient market function that the full costs of a product or service be borne by the seller and passed on to the buyer. Yet many corporations would be forced to close their doors or restructure if they had to bear the true full costs of their operations.123 Americans sometimes think of large size almost as an end in itself, or at least as necessary for economic efficiency. But this is not always the case. In some industries, economies of scale do exist. But large size tends to entail bureaucratic inefficiencies, environmental destruction, allocative inequalities, political corruption, in general significant negative externalities.124

Communication is at the root of all business strengths—and weaknesses. When things go wrong and employees become upset, whether at a restaurant, a law firm, a hardware store, a university, or a major corporation, nine times out of ten the justifiable complaint is, “We need to communicate more effectively.” I admit that for many years, I didn’t really know what this meant. I had no problem standing up in front of a group to give a talk. I thought I was a pretty good communicator, but then it dawned on me: communicating has as much to do with context as it does content. That’s called setting the table. Understanding who needs to know what, when people need to know it, and why, and then presenting that information in an entirely comprehensible way is a sine qua non of great leadership. Clear, timely communication is the key to applying constant, gentle pressure. To illustrate the point, I teach our managers about the “lily pad” theory. Imagine a pond filled with lily pads and a frog perched serenely atop each one. For the fun of it, a little boy tosses a small pebble into the water, which breaks the surface of the pond but causes just a tiny ripple. The frogs barely notice, and don’t budge. Enjoying himself, the boy next tosses a larger stone into the center of the pond, sending stronger ripples that cause all of the lily pads to rock and tilt. Some frogs jump off their lily pads, while others cling to avoid falling off. But the ripples affect them all. Not content, the boy then hurls a huge rock, which creates a wave that knocks each and every frog into the water. Some frogs are frightened. All are angry (assuming that frogs get angry). If only the frogs had had some warning about the impending rock toss, each one could have timed its jump so that the wave would have had no serious impact. Grasping the lily pad theory and training yourself and your managers to implement it prevents many, if not all, communication problems.

Consistency ensures that the competitive advantages of activities cumulate and do not erode or cancel themselves out. It makes the strategy easier to communicate to customers, employees, and shareholders, and improves implementation through single-mindedness in the corporation. Second-order

A good part of the state’s assets were privatized, including electric power distribution, banks, and telecommunications. The country lacks a national currency, having shifted from the colón to the U.S. dollar in 2001. The country’s main export is people, who travel to and remain in the United States and other countries and send back remittances, which constitute one of the largest contributions to the nation’s GDP; drug money-laundering may bring in more than remittances, but nobody knows for sure. A sizable proportion of economically viable enterprises are now owned wholly or partially by multinational corporations, including the important banks, all communications (mobile phones and internet), beer, petroleum derivatives, and airlines. The country imports a lot of what it consumes, especially foodstuffs, energy, and health products, which is reflected in a chronic trade deficit that would be unsustainable were it not for remittances.

Strelsin asked CEOs an easy question: “How would you describe the most important aspect of your role in the organization?” The CEOs whose companies were inconsistent in their performance prioritized creating a vision, building a specific corporate culture, and developing a specific business strategy. But when Strelsin posed the same question to CEOs of industry-leading companies, most said that they had made it their personal mission, above all else, to simplify the lives of those who worked below them. They pursued simplification in a number of ways: they simplified their strategies so their peers and subordinates could focus on the most important challenges. They simplified their hierarchies, so that their companies could execute their strategies more effectively. They made it a priority to communicate in clear prose that inspired everyone to join in their company’s respective mission. In short, the most successful executives in Strelsin’s study excelled in their jobs because they regarded themselves not merely as CEOs, but as chief simplifiers.

Not only the media of mass communication, one of the most important instruments by which the managerial elite disciplines and control the mass population, but also all other mass organizations that disseminate, restrict, or invent information, ideas and values advertising, publishing, journalism, film and broadcasting, entertainment, religion, education, and institutions for research and development. Indeed, the mass organizations of culture and communication, which generally lack the coercive disciplines of the mass corporation and the mass state, are able to provide disciplines and control for the mass population primarily through their use of the devices and techniques of mass communication. All the mass cultural organizations, then, function as part of the media of mass communication, and they constitute a necessary element in the power base of the managerial elite.

Her parents are on the young side, and they plan to retire early and enjoy their money. These things are never put into words, yet there is no doubt about their expectations. Vivian is the same way. She somehow makes everything clear without being blunt or even raising her voice. After she presented Sean, for example, with her timeline for having their one (and only) child, she added: “And, of course, I will be staying home.” “Of course,” he replied, although he had assumed she wanted to work. She had seemed so gung-ho ambitious when they met. “I could go back to work, but almost all my income would go to child care, so what’s the point of that?” “Of course,” he repeated. “Which means you’ll probably want to leave the newspaper and go into a corporate position.” “Of—what?” They had been living in Charlotte then. It was a hot newspaper, coming off a Pulitzer win for its coverage of Jim and Tammy Faye Bakker, part of a much-respected chain. Sean, who used his aborted premed education to position himself as a medical reporter, had planned to go as far as he could there, then move on to one of the big dogs, the Washington Post or the New York Times. It was not an unreasonable dream in 1989. It would not have been an unreasonable dream even ten years later. Twenty years later—the chain that owned the paper doesn’t even exist anymore. If he had followed his heart, he might have been one of the lucky ones, safe and sound at a big national newspaper when all the other papers started to shrink. But he was long gone from journalism by then, exiled to corporate communications, first in Charlotte’s banking industry, now for Blue Cross and Blue Shield of Florida. He makes good money, and he earns that salary in income-tax-free Florida. It was enough—just—to buy Vivian the house she expected in a neighborhood she deemed worthy, Old Northeast, although without a water view. It’s a good life. Really. Together more than twenty years, they never fight or raise their voices. They disagree. They often disagree. Then Sean explains his side and Vivian explains

Three kinds of mass organization predominate in contemporary Western society: the mass corporation in the economy, the mass state in government, and the mass organizations of culture and communication. The latter include not only the media of mass communication, one of the most important instruments by which the managerial elite disciplines and controls the mass population, but also all other mass organizations that disseminate, restrict, or invent information, ideas, and values advertising, publishing, journalism, film and broadcasting, entertainment, religion, education, and institutions for research and development.

People with a demonstrated history in Public Relations, often are skilled in Marketing, Journalism, Corporate Communications and Social Media. Generally speaking, the more diverse your background the better you will be in this industry.

For your strengths, align these with specific skills that can be backed up through experience. This doesn’t have to be corporate experience, but align your example with the role you are interviewing for. For example, if you plan to respond with communication skills, think through an example you could use to highlight how you leveraged this strength to solve a problem or navigate a tough situation.

Online community, between people who have usually never met and share only select aspects of their lives, presumes inclusion and belonging through communicational modes that borrow from successful real-life intimacy. It prioritizes openness and transparency, encourages emotional response (albeit in a limited way through, for example, Facebook’s ever-powerful ‘like’ button), and claims to promote consensus. This rhetoric of openness and sharing—a presumption of egalitarian transparency—is inherent in the corporate mantra of Google (‘Do no evil’), Facebook (‘making the Web more social’), and Flickr-Yahoo (‘Share your pictures, watch the world’). Yet just as inner-city windows might present an illusion of togetherness in which isolation is actually the norm, this presumed openness of virtual communities hides the fact that inclusion in social media can be fickle and conditional; digital citizenship hides multiple power dynamics and relations,not all of which are explicitly stated. Whereas there has been some discussion of the meanings of digital citizenship (to mean the accepted norms of appropriate, responsible technology use), online ‘community’ is invoked as a given. The Professor of Media Studies at Utrecht University, José van Dijck, refers in her discussion of social media’s history to ‘community function’ and ‘community character’; ‘community collectivism’ and ‘community utilization’; and to ‘community’ itself as being innovative, organizational, self-selecting, and open. But community, like citizenship, carries an enormous functional, symbolic, and practical weight. What kinds of ‘community’ are being forged online, and how do they impact on self-esteem, a sense of belonging, and self-identity? How does online community differ from offline community, and how and why does loneliness result?

Robert Maxwell had always yearned to manage a publicly quoted company, not just for the prestige but, more pertinently, to enable him to play with other people’s money. The Maxwell Communication Corporation was that tool, marred though it was for him by a colossal defect: the legal requirement for public accountability.

During the Second World War, he founded a war communications research project at the Library of Congress and recommended that the United States preserve democracy from authoritarianism by way of systematic, government-run mass manipulation.

We” was a sprawling cooperative of fanzines, underground and college radio stations, local cable access shows, mom-and-pop record stores, independent distributors and record labels, tip sheets, nightclubs and alternative venues, booking agents, bands, and fans that had been thriving for more than a decade before the mainstream took notice. Beneath the radar of the corporate behemoths, these enterprising, frankly entrepreneurial people had built an effective shadow distribution, communications, and promotion network—a cultural underground railroad. “In an age of big entertainment conglomerates/big management/big media, touring the lowest-rent rock clubs of America in an Econoline is the equivalent of fighting a ground war strategy in an age of strategic nuclear forces,

A darknet is a private network where connections are made only between trusted peers, often associated with "underground" web communications and technologies, commonly associated with illegal activity or dissent. Darknets are anonymous, enabling users to communicate with little fear of government or corporate interference.

For many years, one of America’s biggest corporations proudly exhibited the following list of values in the lobby of its headquarters: “Integrity. Communication. Respect. Excellence.” The company? Enron. It boasted about having lofty values right up to the moment it came crashing down in one of history’s biggest cases of corporate fraud and corruption.

American Express (AXP) Apple (AAPL) Bank of America (BAC) Bank of New York Mellon (BK) Charter Communications (CHTR) The Coca-Cola Company (KO) Delta Air Lines (DAL) Goldman Sachs (GS) JPMorgan Chase (JPM) Moody's (MCO) Southwest Airlines (LUV) United Continental Holdings (UAL) U.S. Bancorp (USB) USG Corporation (USG) Wells Fargo (WFC)

In the eighties, the design community witnessed the great rise of “professionalism” (now a euphemism for the production of noninnovative but stylishly acceptable work—usually in corporate communications—coupled with very good fees). Along with “professionalism” came the “business consultant to the designers,” who proclaimed, “Design is a business.” This became the mantra of the eighties. The AIGA, along with other organizations and publications, produced seminars, conferences, and special magazine issues devoted to the business of design. These were followed by a plethora of design self-help books, which told you how to set up your own business, how to promote, how to speak correct business jargon, how to dress, how to buy insurance, and so on. There was nothing inherently wrong with this except for the subsequent confusion it caused. “Professional” work did look more professional, and corporate communications in general were visually improved. The level of design mediocrity rose. Also, practicing designers as a rule had previously been rather sloppy about running their businesses. They were easily taken advantage of, didn’t know how to construct proposals, and were generally more interested in designing than in minding the store, networking, or planning for the future. The business seminars did no harm, but the political and economic climate of the eighties in general, coupled with the pervasiveness of the “design is a business” hype, perverted the design community’s overall goal. The goal became money.

Governments continue to be motivated by the idea that the better they comprehend the world, the better they will be able to control and exploit it. They have been joined by large corporations, which also see the value in quantifying and classifying our world. From high-resolution drone and satellite images, to geographically tagged photos and tweets, mobile phones that constantly ping their location to colossal databases, and the “Internet of things”—the idea that most of the objects around us will soon be capable of communicating their whereabouts and status—one way or another, we continue to wander through the world, size it up, and digitally hammer colored nails into it.

The corporate world is contradictory to out-of-the-box concept as everything is communicated via inbox.

We are not lacking gifted singers, communicators, songwriters, song leaders, or massive corporate songs. They abound more than ever. What we desperately lack is the mighty presence and power of the Spirit flowing through yielded vessels.

He noted more than once that had Citizens United released the same material in a different format—on the Internet or in a book, for instance—there would be no constitutional issue, as Congress had only banned corporate electioneering for broadcast media. Justice Scalia appeared to agree, and offered some thoughts that seemed to aid Olson’s position: It may well be that the kind of speech that is reflected in a serious 90-minute documentary is entitled to greater constitutional protection. And it may well be that the kind of speech that is not only offered but invited by the listener is entitled to heightened First Amendment scrutiny, which is what this is since you have pay for view. Scalia’s was an important distinction, if one accepted the premise that Congress had sought to ban electioneering communications with the understanding that the voting public could find corporate-funded advertising persuasive, and also that people would have little choice with regard to the advertisements that they saw during a given telecast. Because people were in effect paying to watch Hillary: The Movie at their leisure (via television on-demand), Scalia was suggesting that perhaps it was difficult to argue that they were being forcibly influenced.

Throughout his argument, Stewart was adamant that because it was a corporate-funded, prolonged attack of Clinton’s capacity for office, and that it was intended to air on television, Hillary: The Movie was subject to the ban on electioneering communications. Since candidates had previously elected to air extended “infomercial” ads in the past (most notably, Ross Perot in 1992 and 1996), the government’s position was that a communication expressly advocating the defeat of a candidate was certainly electioneering, regardless of how long it lasted. Stewart said, It may be rare to find a 90-minute film that is so unrelenting in its praise or criticism of a particular candidate that it will be subject to no reasonable interpretation other than to vote for or against that person, but when you have that, as I think we do here, there’s no constitutional distinction between the 90-minute film and the 60-second advertisement. The government’s rationale was that the film clearly met the definition of “express advocacy” that the Court had outlined in WRTL, since the only reasonable interpretation of the film was that it was encouraging viewers not to support Senator Clinton. This assertion was part of a crucial exchange in the argument. To Stewart’s claim that an ad and the film were functionally equivalent, Justice Kennedy was quick to respond that “If we think that … this film is protected, and you say there’s no difference between the film and the ad, then the whole statute must be declared” unconstitutional.

Even in the absence of communication between the two entities, a campaign could ensure that a friendly super PAC was headed by someone who knew what the candidate’s organization thought the core message should be. For instance, Romney’s super PAC, Restore Our Future, was founded and run by several of the top aides from his previous campaign—a failed bid for the 2008 Republican presidential nomination (Eggen and Cillizza 2011). With the ability to leverage unlimited contributions into ads that could expressly say “Vote for Romney” or “Don’t Vote for Gingrich,” super PACs were therefore a powerful weapon for the Republican candidates as they fought it out on the airwaves in the early primary states. Although the Romney campaign itself was restricted to receiving contributions from individuals of no more than $2,500—and could receive no corporate money—Restore Our Future raised $18 million from about 200 donors (including corporations) in the last six months of 2011, just prior to the Iowa caucuses (ibid.). For comparison, the Romney campaign would have needed to collect the maximum donation of $2,500 from 7,200 individuals to raise that amount.

The Supreme Court decided in Citizens United v. FEC (558 U.S. 310 (2010)) that although corporations and labor unions were still barred from contributing money directly to federal candidates, they could spend funds from their treasury to purchase advertising to support or attack candidates by name. At the heart of the Court’s logic was the holding that corporate spending—so long as the money did not go to campaigns as contributions—was tantamount to political speech, which was subject to First Amendment protections and could therefore not be lawfully limited. Following the lead of the Supreme Court on this question, subsequent lower court decisions held that any group wishing to spend money to communicate a message (but not to contribute to candidates) could therefore raise unlimited contributions from both private citizens and corporations. This was an unprecedented expansion of not only outside groups’ ability to spend money in federal elections, but also of the capacity of donors to channel their money to groups with the aim of communicating a political message.

Twitter has just suspended Wolf’s account, seemingly permanently. I’m not comfortable with this heavy-handed corporate censorship, but I tell myself that Wolf losing her main public communication tool surely means that she won’t be able to get herself (and me) into nearly so much trouble.

I think there is a world wide market for maybe five computers. (Thomas Watson, Chairman IBM, 1943) This telephone has too many shortcomings to be seriously considered as a means of communication. The device is inherently of no value to us. (Western Union internal memo, 1876) But what is it good for? (Engineer at the Advanced Computing Systems Division of IBM, 1968, commenting on the microchip) There is no reason why anyone would want a computer in their home. (Ken Olson, president, chairman and founder of Digital Equipment Corporation, 1977) Computers in the future may weigh no more than 1.5 tons. (Popular Mechanics, 1949)

Although corporate bosses were starting to embrace BlackBerry, Lazaridis and Balsillie knew they faced a challenge selling bulk orders to big businesses. Technology purchases were the domain of chief information officers (CIOs). These executives were conservative and frowned on technology that exposed internal communications. “The problem with going through IT is they had to approve everything. It would take a year,” says Lazaridis. “You had to test everything, approve it, and most of these [CIOs] didn’t want it anyway. It was just another thing to deal with. But once a CEO tried it, that was it.” The solution, Lazaridis and Balsillie decided, was an unorthodox plan to infiltrate Fortune 1000 companies. RIM made it easy for influential managers and executives to link the addictive BlackBerry system into their corporate e-mail without involving the IT department.

This difficulty in identifying and expressing feelings is common, and in my experience, especially so among lawyers, engineers, police officers, corporate managers, and career military personnel—people whose professional codes discourage them from manifesting emotions.

Unfortunately, it is practically impossible for you to delegate story creation to staff members or writers in the corporate communications department.

Labor and employment firm Fisher & Phillips LLP opened a Seattle office by poaching partner Davis Bae from labor and employment competitor Jackson Lewis PC. Mr. Bea, an immigration specialist, will lead the office, which also includes new partners Nick Beermann and Catharine Morisset and one other lawyer. Fisher & Phillips has 31 offices around the country. Sara Randazzo LAW Cadwalader Hires New Partner as It Looks to Represent Activist Investors By Liz Hoffman and David Benoit | 698 words One of America’s oldest corporate law firms is diving into the business of representing activist investors, betting that these agitators are going mainstream—and offer a lucrative business opportunity for advisers. Cadwalader, Wickersham & Taft LLP has hired a new partner, Richard Brand, whose biggest clients include William Ackman’s Pershing Square Capital Management LP, among other activist investors. Mr. Brand, 35 years old, advised Pershing Square on its campaign at Allergan Inc. last year and a board coup at Canadian Pacific Railway Ltd. in 2012. He has also defended companies against activists and has worked on mergers-and-acquisitions deals. His hiring, from Kirkland & Ellis LLP, is a notable step by a major law firm to commit to representing activists, and to do so while still aiming to retain corporate clients. Founded in 1792, Cadwalader for decades has catered to big companies and banks, but going forward will also seek out work from hedge funds including Pershing Square and Sachem Head Capital Management LP, a Pershing Square spinout and another client of Mr. Brand’s. To date, few major law firms or Wall Street banks have tried to represent both corporations and activist investors, who generally take positions in companies and push for changes to drive up share prices. Most big law firms instead cater exclusively to companies, worried that lining up with activists will offend or scare off executives or create conflicts that could jeopardize future assignments. Some are dabbling in both camps. Paul, Weiss, Rifkind, Wharton & Garrison LLP, for example, represented Trian Fund Management LP in its recent proxy fight at DuPont Co. and also is steering Time Warner Cable Inc.’s pending sale to Charter Communications Inc. Willkie Farr & Gallagher LLP and Gibson, Dunn & Crutcher LLP have done work for activist firm Third Point LLC. But most firms are more monogamous. Those on one end, most vocally Wachtell, Lipton, Rosen & Katz, defend management, while a small band including Schulte Roth & Zabel LLP and Olshan Frome Wolosky LLP primarily represent activists. In embracing activist work, Cadwalader thinks it can serve both groups better, said Christopher Cox, chairman of the firm’s corporate group. “Traditional M&A and activism are becoming increasingly intertwined,” Mr. Cox said in an interview. “To be able to bring that perspective to the boardroom is a huge advantage. And when a threat does emerge, who’s better to defend a company than someone who’s seen it from the other side?” Mr. Cox said Cadwalader has been thinking about branching out into activism since late last year. The firm is also working with an activist fund launched earlier this year by Cadwalader’s former head of M&A, Jim Woolery, that hopes to take a friendlier stance toward companies. Mr. Cox also said he believes activism can be lucrative, pooh-poohing another reason some big law firms eschew such assignments—namely, that they don’t pay as well as, say, a large merger deal. “There is real money in activism today,” said Robert Jackson, a former lawyer at Wachtell and the U.S. Treasury Department who now teaches at Columbia University and who also notes that advising activists can generate regulatory work. “Law firms are businesses, and taking the stance that you’ll never, ever, ever represent an activist is a financial luxury that only a few firms have.” To be sure, the handful of law firms that work for both sides say they do so

Several years ago I concluded that 80 percent of my professional productivity flowed from three activities: Corporate visioncasting Corporate communication Leadership development

In a postmodern society where cultural myths are replaced with corporate-sponsored messages and mass communication, the individual is split across a growing gap between a social, public vision of the self and a private, intrapersonal vision.

Dentsu’s core Idea: “Good Innovation. ” As much as anything, The Dentsu Way is really a mind-set. It is a mind-set that uses “Good Innovation. ” to apply a sophisticated set of integrated communication tools to a specific consumer’s needs. But “Good Innovation. ” is really more than a mind-set. As Figure I. 1 shows, it is a corporate philosophy about applying innovation in new and creative ways using new and creative technologies to deliver consumer and social value. The best way to explain Dentsu’s corporate philosophy is to share the message of our current President and CEO, Tatsuyoshi Takashima, as he announced the “Good Innovation. ” philosophy in January 2009. Figure I. 1 Corporate philosophy: Good Innovation. ” | x V

Never Put These Ten Words in Your Pitch Deck Take a close look at your standard pitch deck, the “about us” section on your corporate home page, or your PR material. Highlight every instance of the words “leading,” “unique,” “solution,” or “innovative.” In particular, go find all instances of the phrase “We work to understand our customers’ unique needs and then build custom solutions to meet those needs.” Then hit the delete key. Because every time you use one of those buzzwords, you are telling your customers, “We are exactly the same as everyone else.” Ironically, the more we try to play up our differences, the more things sound the same. Public relations expert Adam Sherk recently analyzed the terms used in company communications, and the results are devastating. Here are the top ten: By definition, there can be only one leader in any industry—and 161,000 companies each think they’re it. More than 75,000 companies think they’re the “best” or the “top”; 30,400 think they’re “unique.” “Solution” also makes an appearance at number seven—so if you think that calling your offering a “solution” differentiates you, think again. If everyone’s saying they offer the “leading solution,” what’s the customer to think? We can tell you what their response will be: “Great—give me 10 percent off.” We don’t mean to be unsympathetic here. You’ll find it’s hard to avoid these terms—heck, we call our own consulting arm “SEC Solutions”! In all of our time at the Council, we have never once met a member who doesn’t think her company’s value proposition beats the socks off the competitors’. And it’s understandable. After all, why would we want to work for a company whose product is second-rate—especially when our job is to sell that product? But what the utter sameness of language here tells us is that, ironically, a strategy of more precisely describing our products’ advantages over the competition’s is destined to have the exact opposite effect—we simply end up sounding like everyone else.

Dentsu’s core Idea: “Good Innovation. ” As much as anything, The Dentsu Way is really a mind-set. It is a mind-set that uses “Good Innovation. ” to apply a sophisticated set of integrated communication tools to a specific consumer’s needs. But “Good Innovation. ” is really more than a mind-set. As Figure I. 1 shows, it is a corporate philosophy about applying innovation in new and creative ways using new and creative technologies to deliver consumer and social value.

Corporation opened its doors in Mountain View, California. Four years later, Mosaic Communications had morphed into the

incorporating, Mosaic Communications Corporation opened its doors in Mountain View, California. Four years later, Mosaic Communications had morphed into the half-billion-dollar Netscape Communications Corporation, the fastest-growing software company of all time. This chapter explores how

Expository preaching will impact your congregation, because it helps you be faithful to the text and be relevant to your context in regular ministry implement a strategy for equipping and energizing your people for long-term faithfulness to God and the ministry overcome your tendency to target a sermon to a particular person or group and be protected from that charge avoid skipping over what does not suit your taste or temperament on any given day carry on a cohesive ministry in the middle of multiple dimensions and demands on you as a pastor enhance the dignity of the pastoral work since you stand under the authority of God’s Word as you preach integrate the conversation of the church around the message of the week communicate the intentions of God for your congregation as seen by its human leaders orient people around a common vision, thus helping you surface the voluntary labor force needed to achieve the vision motivate people to action in implementing the program of the church with God’s sanction garner the credibility needed to lead the church to change model effective ministry to present and future teachers and preachers outline the agenda for corporate spirituality make your congregation biblically literate