Strategic Communications Quotes

We've searched our database for all the quotes and captions related to Strategic Communications. Here they are! All 96 of them:

Tweet others the way you want to be tweeted.
Germany Kent (You Are What You Tweet: Harness the Power of Twitter to Create a Happier, Healthier Life)
Understand your audience and you will understand the impact of your message on each follower in your social media networks.
Matt Gentile
Psychopathy was positively associated with in-house ratings of charisma and presentation style: creativity, good strategic thinking, and excellent communication skills.
Kevin Dutton (The Wisdom of Psychopaths: What Saints, Spies, and Serial Killers Can Teach Us About Success)
You are responsible for everything you TWEET and RETWEET.
Germany Kent
A fundamental approach to life transformation is using social media for therapy; it forces you to have an opinion, provides intellectual stimulation, increases awareness, boosts self-confidence, and offers the possibility of hope.
Germany Kent
A man will strategically organize his life in boxes and then spend most of his time in the boxes he can succeed in.
Pam Farrel (Men Are Like Waffles--Women Are Like Spaghetti Devotional Study Guide)
Grey Hair Doesn't Guarantee Grey Matter.
Rahul Guhathakurta
One of the greatest ways you can affirm value in another person is by giving them the gift of your undivided attention, the kind of attention that says, “I hear what you are saying because I value who you are.” You don’t have to agree with someone to show them their value as a person. Listening demonstrates that any person you meet is worthy of your respect and attention.
Joe Jordan (Sharpen Your Life: 52 Strategic Moments to Create a Lifetime of Success)
A full-throttled deployment of the practices of strategic communication would kill candor and leave truth bereft to fend for herself in the backstabbing night of political bogeys.
Nick Bostrom
Confronting information that directly challenges existing beliefs can be psychologically threatening to people, especially if the information challenges their sense of identity.
Rachel Hilary Brown (Defusing Hate: A Strategic Communication Guide to Counteract Dangerous Speech)
No "offense" should be taken, as "none" has been given.
Rahul Guhathakurta
Reputation is an outcome; but it is also a valuable, strategic asset.
Andrew Griffin (Crisis, Issues and Reputation Management: A Handbook for PR and Communications Professionals)
Always remember, Brand exists in the consumers mind, so the brand is owned by the user.
Abraham Varghese
Hutu extremists were able to incite genocide in Rwanda in part because years of propaganda had influenced Hutus to view Tutsis as less than human and so dangerous that they must be eliminated from the country.
Rachel Hilary Brown (Defusing Hate: A Strategic Communication Guide to Counteract Dangerous Speech)
A borrowed signature story can also come from news accounts, historical events, biographies, novels, fables, TV shows or movies. Whatever the source, the stories must communicate the strategic message in an intriguing, involving and authentic way.
David A. Aaker (Creating Signature Stories: Strategic Messaging that Energizes, Persuades and Inspires)
People tend to accept information that confirms their existing beliefs and feelings, and reject information that contradicts them. This is called “motivated reasoning,” and it means that providing people with corrective information often does not work and may even strengthen their original beliefs. This also means that when people receive new information, their existing beliefs and feelings may have more influence over whether they believe or reject this information than rational reasoning.
Rachel Hilary Brown (Defusing Hate: A Strategic Communication Guide to Counteract Dangerous Speech)
Delegating, thinking strategically, communicating—you may think this all sounds like Management 101. And you’re right. The most basic elements of management are often what trip up managers early in their careers. And because they are the basics, the bosses of rookie managers often take them for granted. They shouldn’t—an extraordinary number of people fail to develop these skills. I’ve maintained an illusion throughout this article—that only rookie managers suffer because they haven’t mastered these core skills. But the truth is, managers at all levels make these mistakes. An organization that supports its new managers by helping them to develop these skills will have surprising advantages over the competition.
Linda A. Hill (HBR's 10 Must Reads for New Managers (with bonus article "How Managers Become Leaders" by Michael D. Watkins) (HBR's 10 Must Reads))
When politicians fail to address the issues that matter, when news companies cut back on investigative reporting, when media barrage the public with fearsome and unintelligible images of catastrophe, making their audiences feel helpless and hopeless, nonprofits can provide the evidence and testimony that drive public engagement and promote solutions to social problems.
Kathy Bonk (Strategic Communications for Nonprofits: A Step-by-Step Guide to Working with the Media (The Jossey-Bass Nonprofit Guidebook Series))
Kensi Gounden, Highly innovative new technologies can be both disruptive and transformative, but technology adoption can also be incremental, such as simply automating a manual process. So introducing business technology innovations, either incremental or step-change, may embrace increasing online connectivity across the business, strategic technology acquisition and use or using time-saving technologies to improve internal communication.
Kensi Gounden
Women flake on men because men fail to demonstrate their high sexual market value during texting exchanges with them. If these men were strategic about using their texts to playfully and effectively communicate to these women the fact that they are masculine men who have high social status and are preselected by women, women would not flake on them. In fact, ever since I figured out how to emphasize these attributes about myself in my communications with women, no woman has flaked on me.
Strategic Lothario (Become Unrejectable: Understand what women want and know how to attract women to avoid rejection)
Doublespeak that calls a bribe a "rebate" or "after sales service," the illegal overthrow of a legitimate government "destabilizing a government," and lies "strategic misrepresentations" is language that avoids responsibility, that makes the bad seem good, the negative appear positive, something unpleasant appear attractive, language that only appears to communicate. It's language designed to alter our perception of reality and corrupt our thinking. Ultimately, doublespeak breeds suspicion, cynicism, distrust and, hostility.
William D. Lutz (Doublespeak Defined: Cut Through the Bull and Get the Point)
Most frequently, groups are formed and assigned the task of setting goals for a specific part of the strategic plan. One group might be working on the mission statement, another on curriculum, another on instruction, another on technology, another on facilities, and so forth. Groups work simultaneously with little communication between them before they present their recommendations to the total group. How can they do this??? Won’t the mission be a strong influence on curriculum, won’t a new vision have a strong influence on facilities, etc.?
Charles Schwahn (Inevitable: Mass Customized Learning)
Rwanda’s Muslim community is an example of a group (a full community rather than isolated individuals) that resisted the appeal of dangerous speech and other pressures to participate in the genocide. The Muslim community, which had both Hutu and Tutsi members, not only refused to participate in the genocide but actively opposed it. Its actions during the genocide included rescuing, hiding, and taking care of Muslim and non-Muslim Tutsis, and providing safe haven in mosques. Muslims also rejected commands to kill or reveal Tutsis hidden in their communities, on several occasions going so far as to fight back and be killed themselves.
Rachel Hilary Brown (Defusing Hate: A Strategic Communication Guide to Counteract Dangerous Speech)
When you skip a meal, telling your rumbling stomach that food is coming later in the day, and therefore it has no reason to fear starvation, doesn’t alleviate the powerful sensation of hunger. Similarly, explaining to your brain that the neglected interactions in your overfilled inbox have little to do with your survival doesn’t seem to prevent a corresponding sense of background anxiety. To your entrenched social circuitry, evolved over millennia of food shortages mitigated through strategic alliances, these unanswered messages become the psychological equivalent of ignoring a tribe member who might later prove key to surviving the next drought. From this perspective, the crowded email inbox is not just frustrating—it’s a matter of life or death.
Cal Newport (A World Without Email: Reimagining Work in an Age of Communication Overload)
One of the commonly accepted narratives of the Internet is that it was built to survive a nuclear attack. This enrages many of its architects, including Bob Taylor and Larry Roberts, who insistently and repeatedly debunked this origin myth. However, like many of the innovations of the digital age, there were multiple causes and origins. Different players have different perspectives. Some who were higher in the chain of command than Taylor and Roberts, and who have more knowledge of why funding decisions were actually made, have begun to debunk the debunking. Let’s try to peel away the layers. There is no doubt that when Paul Baran proposed a packet-switched network in his RAND reports, nuclear survivability was one of his rationales. “It was necessary to have a strategic system that could withstand a first attack and then be able to return the favor in kind,” he explained. “The problem was that we didn’t have a survivable communications system, and so Soviet missiles aimed at U.S. missiles would take out the entire telephone-communication system.”76 That led to an unstable hair-trigger situation; a nation was more likely to launch a preemptive strike if it feared that its communications and ability to respond would not survive an attack. “The origin of packet switching is very much Cold War,” he said. “I got very interested in the subject of how the hell you build a reliable command and control system.”77 So in 1960 Baran set about devising “a communication network which will allow several hundred major communications stations to talk with one another after an enemy attack.”78
Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution)
I find that while each partner might have needed some specific coaching, the real tests we faced were basically the same, season after season. We had to learn to move as a team. We had to master complex, carefully timed choreography. We had to face the hot lights and live action and the idea that millions of eyes were upon us. But beyond that, I needed to inspire and instill confidence in each person I coached and danced with. I needed to communicate with an open heart and empathetic, encouraging words. I had to critique usefully and praise strategically. I also needed to be my authentic self--exposing my personal vulnerabilities to win their trust. Ultimately, I had to make each of my partners embrace not just me, but also her own sill and power. Every partner I’ve danced with has it within them to kick ass and climb mountains. When you put yourself in a situation when you’re vulnerable, that’s when your power is revealed. And it’s always there; it’s part of your DNA. It’s like a woman walking into a room looking for the diamond necklace and realizing it’s around her neck. I’m not changing any of these ladies; I’m helping them rediscover themselves. And truth be told, that was never my goal. I never walked into a studio thinking, I’m going to transform this person’s life. I’m no therapist! I was just trying to put some damn routines together! But I realized after all these seasons that the dance is a metaphor for the journey. Every one of my partners has had a very different one. What they brought to the table was different; what they needed to overcome was different. But despite that, the same thing happens time and time again: the walls come tumbling down and they find their true selves. That I have anything at all to do with that is both thrilling and humbling. In the beginning, I thought I was just along for the ride--army candy. To touch a person’s life, to help them find their footing, is a gift, and I’m thankful I get to do it season after season.
Derek Hough (Taking the Lead: Lessons from a Life in Motion)
But states have difficulty evaluating cybersecurity threats. If a state does detect an intrusion in one of its vital networks and if that intrusion looks to be from another state, what should the state suffering the intrusion conclude? On the one hand, it might be a defensive-minded intrusion, only checking out the intruded-upon state’s capabilities and providing reassuring intelligence to the intruding state. This might seem unsettling but not necessarily threatening, presuming the state suffering the intrusion was not developing capabilities for attack or seeking conflict. On the other hand, the intrusion might be more nefarious. It could be a sign of some coming harm, such as a cyber attack or an expanding espionage operation. The state suffering the intrusion will have to decide which of these two possibilities is correct, interpreting limited and almost certainly insufficient amounts of data to divine the intentions of another state. Thus Chapter Four’s argument is vitally important: intrusions into a state’s strategically important networks pose serious risks and are therefore inherently threatening. Intrusions launched by one state into the networks of another can cause a great deal of harm at inopportune times, even if the intrusion at the moment of discovery appears to be reasonably benign. The intrusion can also perform reconnaissance that enables a powerful and well-targeted cyber attack. Even operations launched with fully defensive intent can serve as beachheads for future attack operations, so long as a command and control mechanism is set up. Depending on its target, the intrusion can collect information that provides great insight into the communications and strategies of policy-makers. Network intrusions can also pose serious counterintelligence risks, revealing what secrets a state has learned about other states and provoking a damaging sense of paranoia. Given these very real threats, states are likely to view any serious intrusion with some degree of fear. They therefore have significant incentive to respond strongly, further animating the cybersecurity dilemma.
Ben Buchanan (The Cybersecurity Dilemma: Hacking, Trust and Fear Between Nations)
Emerging operating models also mean that talent and culture have to be rethought in light of new skill requirements and the need to attract and retain the right sort of human capital. As data become central to both decision-making and operating models across industries, workforces require new skills, while processes need to be upgraded (for example, to take advantage of the availability of real-time information) and cultures need to evolve. As I mentioned, companies need to adapt to the concept of “talentism”. This is one of the most important, emerging drivers of competitiveness. In a world where talent is the dominant form of strategic advantage, the nature of organizational structures will have to be rethought. Flexible hierarchies, new ways of measuring and rewarding performance, new strategies for attracting and retaining skilled talent will all become key for organizational success. A capacity for agility will be as much about employee motivation and communication as it will be about setting business priorities and managing physical assets. My
Klaus Schwab (The Fourth Industrial Revolution)
Harness Effective Pauses Pauses harness the power of silence. Silence can be uncomfortable, so people tend to fill in conversational space. Hostage negotiators use pauses to get subjects to speak up and provide additional information, particularly when they think asking a question might derail things. Rather than asking a follow-up question, they’ll be quiet and let the suspect fill in the dead air. Pauses also help focus attention. Pausing just before or after saying something important breeds anticipation and encourages listeners to focus on what the communicator is saying. President Obama was famous for this. His campaign slogan “Yes, we can” was often delivered with a pause in between, as in “Yes… we can.” In his 2008 election night speech, his most stirring sentence contained ten of these pauses: “If there is anyone out there… who still doubts… that America is a place… where all things are possible,… who still wonders… if the dream of our Founders… is alive in our time,… who still questions… the power of our democracy,… tonight… is your answer.” Strategically pausing helps make points and hold attention.
Jonah Berger (The Catalyst: How to Change Anyone's Mind)
Take Charge and Lead Change. Are you prepared to take charge even when you are not fully or formally in charge? If so, do you come with the capacity and position to embrace responsibility? For the technical decisions ahead, are you ready to delegate but not abdicate?   5. Act Decisively. Are most of your decisions both good and timely? Do you convey your strategic intent and then let others reach their own decisions? Is your own decision threshold close to a “70%” go point?   6. Communicate Persuasively. Are the messages about vision, strategy, and execution crystal clear and indelible? Have you mobilized all communication channels, from purely personal to social media? Can you deliver a compelling account before the elevator passes the 10th floor?
Michael Useem (The Leader's Checklist)
Articulate a Vision. Formulate a clear and persuasive vision and communicate it repeatedly to all members of the enterprise. Think and Act Strategically. Set forth a pragmatic strategy for achieving that vision both short- and long-term, and ensure that it is widely understood; consider all the players, and anticipate their reactions and resistance before they are manifest. Honor the Room. Frequently express your confidence in and support for those who work with and for you. Take Charge and Lead Change. Embrace a bias for action, taking responsibility even if it is not fully or formally delegated, particularly if you are especially well positioned to make a difference.
Michael Useem (The Leader's Checklist)
Act Decisively. Make good and timely decisions, and ensure that they are executed. Communicate Persuasively. Communicate in ways that people will not forget; simplicity and clarity of expression help. Motivate the Workforce. Appreciate the distinctive intentions that people bring, and then build on those diverse motives to draw the best from each. Embrace the Front Lines. Delegate authority except for strategic decisions, and stay close to those most directly engaged with the work of the enterprise.
Michael Useem (The Leader's Checklist)
In order to be effective in public relations, you must learn to develop and implement the overall communications plans to ensure effective and consistent dissemination of strategic objectives.
Germany Kent
Beyond the pitch, the must successful Public Relations agencies are BOSS because they know the power of strategic execution and can be trusted to get the job done. They have broad affiliations and talented staff who know their industry, and are willing to try new ways to reach a wider audience.
Germany Kent
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,
Michael Azerrad (Our Band Could Be Your Life: Scenes from the American Indie Underground, 1981-1991)
The final strategic choice in the cascade focuses on management systems. These are the systems that foster, support, and measure the strategy. To be truly effective, they must be purposefully designed to support the choices and capabilities. The types of systems and measures will vary from choice to choice, capability to capability, and company to company. In general, though, the systems need to ensure that choices are communicated to the whole company, employees are trained to deliver on choices and leverage capabilities, plans are made to invest in and sustain capabilities over time, and the efficacy of the choices and progress toward aspirations are measured.
A.G. Lafley (Playing to win: How strategy really works)
organizations feel pressure to be relevant in the digital era, stories have become a hot topic in marketing communication. Many firms have added processes and structures that enable them to find, create and evaluate strong stories. They have also added journalists and filmmakers to their staffs to present these stories in a compelling way.
David A. Aaker (Creating Signature Stories: Strategic Messaging that Energizes, Persuades and Inspires)
What a Business Strategy Should Do •   Keep our focus on the customer, with an eye to the competition and the rest of the strategic environment •   Provide our team with a continuing stream of options •   Enable rapid switching between options •   Encourage initiative at all levels—in particular, an execute-and-communicate (“shoot and scoot”) mindset rather than one of ask-and-wait •   Harmonize our efforts to achieve the future we have in mind.
Chet Richards (Certain to Win: The Strategy of John Boyd, Applied to Business)
I think that two of the most important things in business are communication and the ability to inspire confidence in your employees, investors, and end-users. How does computer science tie in? Being able to translate strategic objectives into language that both the business team and the engineering team can understand is really helpful to foster good communication. Being able to speak with confidence on the details of both business and engineering considerations also helps to inspire confidence.
Peter Borum
Yadin and his staff drafted a new operational plan. Whereas previous plans dealt solely with defense of Jewish settlements, Plan D also addressed how to deal with Arab towns and villages. “The objective of this plan is to gain control of the territory of the Hebrew state and defend its borders.” Simply defending against Arab attacks would not be sufficient: if Arab towns or villages occupied strategic points, routes of communications, or were used as enemy bases, Plan D called for the “destruction of the armed forces and the expulsion of the population outside the borders of the state.” In all of Israel’s turbulent history, no single document has ever been as controversial.
Eric Gartman (Return to Zion: The History of Modern Israel)
In this day and age, Public Relations experts must have the know-how to articulate messages and lead communications efforts to improve and cultivate relations driving powerful and measurable outcomes on branding and marketing to diverse businesses across different spectrums.
Germany Kent
The art of live communication and relationship building remains critically important no matter what industry you work in. In today’s global economy, it’s typically not the smartest, hardest-working, or most technically savvy who succeed. Even those who have complete mastery over the technical aspects of their jobs need to communicate and relate to others effectively and strategically to earn the respect, trust, and admiration of their colleagues—indeed, in order to succeed. The ability to communicate well is often the most important precursor to success in the workplace.
Jodi Glickman (Great on the Job: What to Say, How to Say It. The Secrets of Getting Ahead.)
Synthetics diminished the great powers' need for strategic raw materials by offering substitutes. Aviation, cryptography, radio, and satellites, meanwhile, enabled those powers to run secure transportation and communication networks without worrying about contiguous territorial access. Innovations in medicine and engineering - such as DDT, antimalarials, plastic-based packaging, and "world-proofed" electronic equipment - further reduced the need for territorial control. They allowed objects and humans to safely travel to hostile terrains, meaning that colonizers didn't have to soften the ground beforehand. Standardization, similarly, made foreign places more accessible. (Page 314, 315)
Daniel Immerwahr (How to Hide an Empire: A History of the Greater United States)
As the Public Relations expert, your role is to develop strategies and lead initiatives that integrate into the overall development and marketing plan in support of your business objectives.
Germany Kent
A familiarity with principles of strategic planning, integrated marketing and communications are essential if you desire to have a successful career path in branding or social media marketing.
Germany Kent
*ALL YOUR VERBALISATION IS BLABBERING. WHEN YOU ARE NOT BLABBERING, YOU CAN RETAIN THE COGNITION. *IF YOU MAKE YOUR COMMUNICATION ONLY THROUGH WRITING, YOU CAN ALWAYS MAKE SURE: ‘YES I AM FROM THAT SPACE. I AM HERE AS PARAMASHIVA AND THE OTHER IS ALSO PARAMASHIVA, SO I AM HERE TO BE ULTIMATELY INTEGRATED, NOT BE CHEATING, EXPLOITING, WITH CUNNINGNESS OR BEING STRATEGIC IN THE RELATIONSHIP. *IT WILL BECOME CONSCIOUS SOVEREIGNTY: INTEGRITY TO INTEGRITY, PARAMASHIVA TO PARAMASHIVA, ONENESS TO ONENESS! *DECIDE: ‘IF THERE IS A CONFLICT, I WILL EXPLAIN MY CONFLICT AND INSECURITY AND FEARS TO THIS PARAMASHIVA, KNOWING THAT THIS PARAMASHIVA WILL NOT EXPLOIT. THIS PARAMASHIVA WILL NOT EXPLOIT ME, BUT WILL ONLY SUPPORT ME IN MANIFESTING MY PARAMASHIVATVA MORE AND MORE.’ *MOST OF YOUR DELUDED INSECURITIES WILL MELT DOWN. *YOU WILL KNOW ONLY THE ‘REAL PROBLEM’ AND YOU WILL BE ABLE TO SOLVE IT! *I KNOW THE POWERFULNESS OF THIS SAMADHI. I HAVE SEEN MY GURUS DOING IT AND I HAVE DONE IT.
Nithyananda Paramahamsa
Too many small businesses try to sound like billion dollar corporation. It's one thing to go to the website of American Express, where it's written in a certain kind of language, in third person and is very formal. But if you are starting a small business you do not want to come across that way. One of your strategic advantages is that you can provide more personal service, so it's better to communicate that you're homey, approachable, easy going. - page 23
Timi Nadela (Get To The Top: It's About The Heart Sell, Not The Hard Sell)
Institute after-action reviews, document lessons learned from major decisions or milestones (including the termination of a failing project), and broadly communicate the resulting insights.
Harvard Business Review (HBR Guide to Thinking Strategically (HBR Guide Series))
A powerful marketing strategy will connect you with your target audience and draw them to you, your products and your business. 
Germany Kent
Managers handle parallel projects all the time. They juggle with people, work tasks, and goals to ensure the success of every project process. However, managing projects, by design, is not an easy task. Since there are plenty of moving parts, it can easily become disorganized and chaotic. It is vital to use an efficient project management system to stay organized at work while designing and executing projects. Project Management Online Master's Programs From XLRI offers unique insights into project management software tools and make teams more efficient in meeting deadlines. How can project management software help you? Project management tools are equipped with core features that streamline different processes including managing available resources, responding to problems, and keeping all the stakeholders involved. Having the best project management software can make a significant influence on the operational and strategic aspects of the company. Here is a list of 5 key benefits to project professionals and organizations in using project management software: 1. Enhanced planning and scheduling Project planning and scheduling is an important component of project management. With project management systems, the previous performance of the team relevant to the present project can be accessed easily. Project managers can enroll in an online project management course to develop a consistent management plan and prioritize tasks. Critical tasks like resource allocation, identification of dependencies, and project deliverables can be completed comfortably using project management software. 2. Better collaboration Project teams sometimes have to handle cross-functional projects along with their day to day responsibilities. Communication between different team members is critical to avoid expensive delays and precludes the waste of precious resources. A key upside of project management software is that it makes effectual collaboration extremely simple. All project communication is stored in a universally accessible place. The project management online master's program offers unique insights to project managers on timeline and status updates which leads to a synergy between the team’s functions and project outcomes. 3. Effective task delegation Assigning tasks to team members in a fair way is a challenging proposition for most project managers. With a project management program, the delegation of project tasks can be easily done. In most instances, these programs send out automatic reminders when deadlines are approaching to ensure a smooth and efficient project workflow. 4. Easier File access and sharing Important documents should be safely accessed and shared among team members. Project management tools provide cloud-based storage which enables users to make changes, leave feedback and annotate easily. PM software logs any user changes to ensure project transparency within the team. 5. Easier integration of new members Project managers are responsible to get new members up to speed on the important project parameters within a short time. Project management online master's programs from XLRI Jamshedpuroffer vital learning to management professionals in maintaining a project log and in simplistically visualizing the complete project. Takeaway Choosing the perfect PM software for your organization helps you to effectively collaborate to achieve project success. Simple and intuitive PM tools are useful to enhance productivity in remote-working employees.
Talentedge
We can’t change our work situation unless first we set an intention or a goal. To arrive at this intention, let your imagination soar and your heart sing. How do you really want to feel at work? Creative? Inspired? Important? Respected? Respectful? Sustained? Joyful? Rewarded? Who do you want to primarily help? Children? Adults’ inner children? Artists? The ill, depressed, or anxious? People striving toward their goals? Animals? Nature? What is your unique contribution? Do you empathize, help people manifest or create, add truth, communicate, provide spiritual direction or healing, organize, strategize, lead, command, or follow?
Cyndi Dale (Energetic Boundaries: How to Stay Protected and Connected in Work, Love, and Life)
There are two useful types of meetings: alignment meetings and creation meetings . Briefly, alignment meetings are tactical communication exchanges that rarely dive into the strategic. These are fine meetings that have a weekly cadence, and while there are lots of ways to screw up these meetings, their tactical repetition often keeps them on the rails.
Michael Lopp (Managing Humans: Biting and Humorous Tales of a Software Engineering Manager)
Make her qualify herself a few times before escalating to a first date. Doing this will imply to her that you are man who has options. One way to do this is to briefly mention a personality trait that you admire in others and then suggest that perhaps she has that personality trait. If she responds by confirming what you suggest, she is essentially validating herself to gain your approval. Only after she does this a few times should you consider asking her to meet you in person. Here is one way to make her qualify herself to you. “I’m a big fan of people who take care of their health and yet also enjoy the little things in life. You mention in your profile that you eat healthy. I think that’s great. Do you allow yourself to indulge in a little bit of ice cream or chocolate every now and then?” Pass the sneaky tests women will throw at you in their messages by straddling the line between alpha and beta. If women find some incongruence between your profile content, photographs, and messages, they will try to expose the cause of that discrepancy. For example, if your profile content and messages to a woman indicate that you are a man who is successful with women, but you are 5’8” tall, bald, and far from handsome, she will want to make sure that you really a high-value man. So, she might mention a recent bad date, a strange email message, or some other communication that she received from a low-value guy and ask you what your thoughts are on that issue. If you talk negatively about the low-value guy, she will convince herself that you could not possibly be a high-value man. After all, high-status men do not make fun of those who stand lower in the social hierarchy. If you empathize with the low-value guy by explaining his actions, she will think that you must be a low-value guy yourself. How else could you feel this guy’s pain? The best
Strategic Lothario (Become Unrejectable: Understand what women want and know how to attract women to avoid rejection)
A little Internet browsing and a few marginally important e-mails never ruined anyone’s life strategy. But we’re not really talking about a little and a few. The Internet inflicts strategic death with a thousand clicks, a thousand seconds of distraction that pile up day after day, supplanting the things we want to do with the things we have a hard time resisting.
Geoffrey Tumlin (Stop Talking, Start Communicating: Counterintuitive Secrets to Success in Business and in Life, with a foreword by Martha Mendoza)
We also learned to communicate our interest through body language. When the interviewee was speaking, we leaned toward her slightly. When she completed a sentence, we nodded. And we always took notes. Even if the interviewee was babbling (and this happened often enough),
Ethan M. Rasiel (The McKinsey Way: Using the Techniques of the World's Top Strategic Consultants to Help You and Your Business)
Freedom is not, then, simply the absence of restrictions, but rather consists of finding the right, liberating restrictions. Put another way, we must actively take tactical freedom losses in order to receive strategic freedom gains.
Timothy J. Keller (Preaching: Communicating Faith in an Age of Skepticism)
A smart way of using your hands to make you look more interesting, thoughtful, and self-assured is to steeple your hands and fingers. Try using it strategically in formal environments or workplaces to show confidence and consideration.
Susan C. Young (The Art of Body Language: 8 Ways to Optimize Non-Verbal Communication for Positive Impact (The Art of First Impressions for Positive Impact, #3))
Transit-for-all is about values. Improving public transportation is about giving all Americans the freedom of equal access to social and economic opportunities that enhance our quality of life. Investing in alternative transportation is using the common wealth for the common good. It is an expansion of freedom, creating more diverse transportation. Transit-for-all is a progressive strategic initiative to advance many of our goals at once. It’s an economic issue. It would increase mobility of goods and labor. It would revitalize neglected neighborhoods. And it would spur growth and attract development. It’s a labor issue.
George Lakoff (Thinking Points: Communicating Our American Values and Vision)
On the progressive side, investment in renewable energy is a multifaceted strategic initiative for better environmental policy, increased security, job creation, Third World development, and economic stimulation.
George Lakoff (Thinking Points: Communicating Our American Values and Vision)
While there are many progressive strategic initiatives we can all rally behind, we will look at four possibilities by way of example: clean elections, healthy food, ethical business, and transit-for-all.
George Lakoff (Thinking Points: Communicating Our American Values and Vision)
Engaged Audience Members are receptive to the messages of dangerous speech and to condoning group-targeted harm, but are not hardliners. For example, they may be easily influenced by charismatic leaders who promise to resolve their grievances, or be receptive to blame narratives. This could be any member of society, but certain types of people (based on demographic or other characteristics) may be disproportionately engaged.
Rachel Hilary Brown (Defusing Hate: A Strategic Communication Guide to Counteract Dangerous Speech)
Emotional instability for whatever reason can infect the workplace and lower productivity as surely as malfunctioning equipment.
Dianna Booher (Communicate Like a Leader: Connecting Strategically to Coach, Inspire, and Get Things Done)
just as a brilliant strategy is worthless unless it is implemented, a powerful strategic principle is of no use unless it is communicated effectively. When CEO Jack Welch talks about aligning employees around GE’s strategy and values, he emphasizes the need for consistency, simplicity, and repetition.
Orit Gadiesh (HBR's 10 Must Reads on Strategy (including featured article “What Is Strategy?” by Michael E. Porter))
A low-context culture is a place where little is left to assumption so things are spelled out explicitly. In contrast, high-context cultures are places where people have significant history together and so a great deal of understanding can be assumed. Things operate in high-context cultures as if everyone there is an insider and knows how to behave. Written instructions and explicit directions are minimal because most people know what to do and how to think. Our families are probably the most tangible examples we have of high-context environments. After years of being together, we know what the unspoken rules are of what to eat, how to celebrate holidays, and how to communicate with each other. Many of our workplaces are the same. We know when to submit check requests, how to publicize an event, and how to dress on “casual” Fridays. New employees joining these kinds of organizations can really feel lost without adequate orientation. And many religious services are also very high context. People routinely stand, bow, or recite creeds that appear very foreign and confusing to someone just joining a religious community for the first time. Discerning whether a culture provides direct and explicit communication versus one that assumes a high degree of shared understanding is a strategic point of knowledge. And leaders need to bear in mind the areas of their own organizational and national culture that are high context and how that affects outsiders when they enter. Table
David Livermore (Leading with Cultural Intelligence: The New Secret to Success)
This is the magic of nonverbal communication. It allows us to pursue illicit agendas, even ones that require coordinating with other people, while minimizing the risk of being attacked, accused, gossiped about, and censured for norm violations. This is one of the reasons we’re strategically unaware of our own body language, and it helps explain why we’re reluctant to teach it to our children.60
Kevin Simler (The Elephant in the Brain: Hidden Motives in Everyday Life)
Business capabilities enable strategic communication and execution’ it’s part of art and part of science.
Pearl Zhu (Digital Capability: Building Lego Like Capability Into Business Competency)
By establishing a strategic online presence through your website, social media, keywords, meta tags, and Google AdWords, the world may discover your expertise and "beat a path to your door.
Susan C. Young (The Art of Preparation: 8 Ways to Plan with Purpose & Intention for Positive Impact (The Art of First Impressions for Positive Impact, #2))
Strategic Commonality “Social media has capitalized on helping people find others who share their similar interests, shared experiences, and common passions. With social media, we are easily able to target potential customers who would be ideal for our business pursuits and professional development.
Susan C. Young (The Art of Connection: 8 Ways to Enrich Rapport & Kinship for Positive Impact (The Art of First Impressions for Positive Impact, #6))
There are three main components that can help you track, assess and evaluate your progress a small talk professional honestly. Set and follow up on your goals (track them at every strategic point). Draw the plan of your progress on a continuum of success, and finally Analyse your setbacks and successes. The only part you’ll be able to handle yourself is setting goals, after which you’ll base these objectives on your own capabilities. No
Jack Steel (Communication: Critical Conversation: 30 Days To Master Small Talk With Anyone: Build Unbreakable Confidence, Eliminate Your Fears And Become A Social Powerhouse – PERMANENTLY)
two major enemies stopping you from springing up a chat with people; the awkward laugh and silence. You always feel people won’t find you interesting because you think the awkward laugh and silence at strategic times is to fill the void that is in the conversation, you feel as though you can fill the void, but you aren’t sure on how to go about it. That moment when you notice a shift in the person’s attention, probably to look at their watch or snap out to think for an excuse to disengage from the conversation, you always know that there is something you can do to fill up the loophole or any to salvage the conversation, but you still have doubts on what it may be.
Jack Steel (Communication: Critical Conversation: 30 Days To Master Small Talk With Anyone: Build Unbreakable Confidence, Eliminate Your Fears And Become A Social Powerhouse – PERMANENTLY)
Advisors ask me what it takes to be referable. My response is simple: It all comes down to trust. Clients and strategic partners have to trust that endorsing you will reflect positively on them in turn, but what does that mean, and how can you predictably and methodically create trust? Let’s revisit the foundation of refer-ability, summed up in the four Cs.: Credentials – Your skills as a professional advisor in terms of your judgment and the solutions you provide give you the credibility needed to foster trust. Consistency – People crave consistency and your professional deployment of best practices helps you meet and exceed the expectations you set for your clients. Chemistry – The rapport you develop using F.O.R.M., as well as your sincere and holistic interest in your clients’ lives, creates comfort and chemistry. Congruency – Doing what you say you will and conducting yourself as a professional consultant rather than as a salesperson means that you can attract rather than having to chase new business. Many elite advisors who deploy the Four C’s are still underwhelmed with the quality and quantity of referrals they see. The reason is simple - while they have laid down a foundation for refer-ability, they still find themselves in the red-zone but not in the Promised Land. The last piece of the puzzle is to create awareness for the concept of referrals in their on-going Communication (the fifth C) with their clients and rain-makers. Just because you are referable due to your professional conduct, that doesn’t mean that it will occur to your clients that they should introduce a friend to you. You have to continually communicate your value to them so that they make the connection.
Duncan MacPherson (The Advisor Playbook: Regain Liberation and Order in your Personal and Professional Life)
To be effectively empowered to make decisions, it is imperative that frontline leaders execute with confidence. Tactical leaders must be confident that they clearly understand the strategic mission and Commander’s Intent. They must have implicit trust that their senior leaders will back their decisions. Without this trust, junior leaders cannot confidently execute, which means they cannot exercise effective Decentralized Command. To ensure this is the case, senior leaders must constantly communicate and push information—what we call in the military “situational awareness”—to their subordinate leaders. Likewise, junior leaders must push situational awareness up the chain to their senior leaders to keep them informed, particularly of crucial information that affects strategic decision making.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
Decentralized Command does not mean junior leaders or team members operate on their own program; that results in chaos. Instead, junior leaders must fully understand what is within their decision-making authority—the “left and right limits” of their responsibility. Additionally, they must communicate with senior leaders to recommend decisions outside their authority and pass critical information up the chain so the senior leadership can make informed strategic decisions.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
An impactful opinionated view is the right mixture of knowledge, interest, intent, and money.
Rahul Guhathakurta
Leaders must routinely communicate with their team members to help them understand their role in the overall mission. Frontline leaders and troops can then connect the dots between what they do every day—the day-today operations—and how that impacts the company’s strategic goals. This understanding helps the team members prioritize their efforts in a rapidly changing, dynamic environment. That is leading down the chain of command. It requires regularly stepping out of the office and personally engaging in face-to-face conversations with direct reports and observing the frontline troops in action to understand their particular challenges and read them into the Commander’s Intent. This enables the team to understand why they are doing what they are doing, which facilitates Decentralized Command
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
Dear Rebecca— You may have picked up on my growing disappointment with you this afternoon as our first meeting progressed. I have to say that though you seem quite personable in your electronic communications, in person your behavior is a little lacking in some of the traits that would let you get from a first to a second date with regularity. If Lovability had a rating system, I would award you 2.5 out of 5 stars; however, if it used a scale that only allowed for integral values, I would unfortunately be forced to round down to two. Here are some suggestions for what you could do to improve the initial impression you make. I am speaking here as a veteran of the online dating scene in LA, which is MUCH more intense than New Jersey’s—there, you are competing with aspiring actors and actresses, and a professionally produced headshot and a warm demeanor are the bare minimum necessary to get in the game. By the end of my first year in LA my askback rate (the rate at which my first dates with women led to second dates) was a remarkable 68%. So I know what I’m talking about. I hope you take this constructive criticism in the manner in which it is intended. 1. Vary your responses to inquiries. When our conversation began, you seemed quite cheerful and animated, but as it progressed you became much less so. I asked you a series of questions that were intended to give you opportunities to reveal more about yourself, but you offered only binary answers, and then, troublingly, no answers at all. If you want your date to go well, you need to display more interest. 2. Direct the flow of conversation. Dialogue is collaborative! One consequence of your reticence was that I was forced to propose all of the topics of discussion, both before and after the transition to more personal subjects. If you contribute topics of your own then it will make you appear more engaged: you should aim to bring up one new subject for every one introduced by your date. 3. Take control of the path of the date. If you want the initial meeting to extend beyond the planned drinks, there are many ways you can go about doing this. You can directly say, for instance, “So I wasn’t thinking about this when you showed up, but…do you have any plans for dinner? I’m starving, and I could really go for some pad thai.” Or you can make a vaguer, more general statement such as “After this, I’m up for whatever,” or “Hey, I don’t really want to go home yet, Bradley: I’m having a lot of fun.” Again, this comes down to a general lack of engagement on your part. Without your feedback I was left to offer a game of Scrabble, which was not the best way to end the meeting. 4. Don’t lie about your ability in Scrabble. I won’t go into an analysis of your strategic and tactical errors here, in the interest of brevity, but your amateurish playing style was quite evident. Now, despite my reservations as expressed above, I really do feel that we had some chemistry. So I would like to give things another chance. Would you respond to this message within the next three days, with a suggestion of a place you’d like us to visit together, or an activity that you believe we would both enjoy? I would be forced to construe a delay of more than three days as an unfortunate sign of indifference. I hope to hear from you soon. Best, Bradley
Dexter Palmer (Version Control)
Communicate formally, informally, in board meetings and in private meetings away from the board, collectively and individually.
William Kraut (The CEO and Board Member's Survival Guide: Strategic Governance For Small to Mid-Cap Entrepreneurial Organizations That Capitalizes on Opportunities and Minimizes Risk)
Passage Four: From Functional Manager to Business Manager This leadership passage is often the most satisfying as well as the most challenging of a manager’s career, and it’s mission-critical in organizations. Business mangers usually receive significant autonomy, which people with leadership instincts find liberating. They also are able to see a clear link between their efforts and marketplace results. At the same time, this is a sharp turn; it requires a major shift in skills, time applications, and work values. It’s not simply a matter of people becoming more strategic and cross-functional in their thinking (though it’s important to continue developing the abilities rooted in the previous level). Now they are in charge of integrating functions, whereas before they simply had to understand and work with other functions. But the biggest shift is from looking at plans and proposals functionally (Can we do it technically, professionally, or physically?) to a profit perspective (Will we make any money if we do this?) and to a long-term view (Is the profitability result sustainable?). New business managers must change the way they think in order to be successful. There are probably more new and unfamiliar responsibilities here than at other levels. For people who have been in only one function for their entire career, a business manager position represents unexplored territory; they must suddenly become responsible for many unfamiliar functions and outcomes. Not only do they have to learn to manage different functions, but they also need to become skilled at working with a wider variety of people than ever before; they need to become more sensitive to functional diversity issues and communicating clearly and effectively. Even more difficult is the balancing act between future goals and present needs and making trade-offs between the two. Business managers must meet quarterly profit, market share, product, and people targets, and at the same time plan for goals three to five years into the future. The paradox of balancing short-term and long-term thinking is one that bedevils many managers at this turn—and why one of the requirements here is for thinking time. At this level, managers need to stop doing every second of the day and reserve time for reflection and analysis. When business managers don’t make this turn fully, the leadership pipeline quickly becomes clogged. For example, a common failure at this level is not valuing (or not effectively using) staff functions. Directing and energizing finance, human resources, legal, and other support groups are crucial business manager responsibilities. When managers don’t understand or appreciate the contribution of support staff, these staff people don’t deliver full performance. When the leader of the business demeans or diminishes their roles, staff people deliver halfhearted efforts; they can easily become energy-drainers. Business managers must learn to trust, accept advice, and receive feedback from all functional managers, even though they may never have experienced these functions personally.
Ram Charan (The Leadership Pipeline: How to Build the Leadership Powered Company (J-B US non-Franchise Leadership))
Boyd’s command philosophy is essential for the Boydian operational art to succeed. Warning against the dangers of relying on explicit communication and control mechanisms, he advocates a command arrangement with some explicit control mechanism and feedback loops, but one that is in particular reliant on implicit ones, formed by common frames of reference, shared ideas, shared experiences, trust, etc.
Frans P.B. Osinga (Science, Strategy and War: The Strategic Theory of John Boyd (Strategy and History))
So I want to be clear: Andy Card and I have known each other since the 1980s, though age separated us, and most of my time was spent with his younger brother. What’s more, Andy’s a good political player. Come election time, what with my mother’s growing media empire in the wilds of Alaska—and her ties to the good and honorable Senator Stevens—it just made sense that Andy Card would make a special nod to our family in Alaska. Perceptions to the contrary would be grossly inaccurate. After I warned about the 1993 World Trade Center attack, and started working as an Asset, I had to distance myself from Andy, who had national political aspirations after all. Our need for distance ended overnight when President-elect George Bush, Jr. named Andy to serve as White House Chief of Staff. At that point, my background was fully revealed, all cards on the table, when I approached him in December, 2000 about our back channel talks to resume the weapons inspections in Iraq. I expected Andy to be surprised. But I was at the top of my game. I had accomplished many good things involving Libya and Iraq, with special regards to anti-terrorism, through a decade of perseverance and creative strategizing. I expected a man like Andy Card to be proud of my actions. A man who brags to his friends about his outstanding devotion to my field of work should be fiercely proud that one of his own family has been on the cutting edge of it for a decade. When you do the work I have done, you don’t apologize for communicating with the Chief of Staff to the President of the United States of America. At the end of the conversation, you expect him to say thank you. Think about it. I was a primary source of raw intelligence on Iraq and Middle Eastern anti-terrorism overall. I enjoyed high level access to officials in Baghdad and Libya. It was extremely valuable for the White House Chief of Staff to have first-hand access to major new developments inside Iraq. Given my status as an Asset—and his— it was entirely appropriate for him to receive these debriefings. That was part of his job. No doubt that’s why Andy Card never suggested I should break off communications with Iraq— or that I should stop providing him with my insider’s analysis of breaking developments in Baghdad. All of which makes our end so galling.
Susan Lindauer (EXTREME PREJUDICE: The Terrifying Story of the Patriot Act and the Cover Ups of 9/11 and Iraq)
It’s counterintuitive,” I said. “It’s natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don’t like to take blame. But it’s on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture. “Remember, it’s not about you,” I continued. “It’s not about the drilling superintendent. It’s about the mission and how best to accomplish it. With that attitude exemplified in you and your key leaders, your team will dominate.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
Hello, I am Courtney Miller, and I have Strong Experience in Digital Marketing, Marketing Automation, Design Strategy, Content Marketing, and UI/UX Design. Over these years, I have assisted numerous businesses to adopt the best solution based on their existing needs while taking care of businesses' long term goals. As a strategic leader, I am driving the organization's marketing design & delivery capability, marketing operations, and communications, and product marketing initiatives.
Damco Digital
It’s natural for anyone in a leadership position to blame subordinate leaders and direct reports when something goes wrong. Our egos don’t like to take blame. But it’s on us as leaders to see where we failed to communicate effectively and help our troops clearly understand what their roles and responsibilities are and how their actions impact the bigger strategic picture. “Remember, it’s not about you,” I continued. “It’s not about the drilling superintendent. It’s about the mission and how best to accomplish it. With that attitude exemplified in you and your key leaders, your team will dominate.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
As a leader employing Extreme Ownership, if your team isn’t doing what you need them to do, you first have to look at yourself. Rather than blame them for not seeing the strategic picture, you must figure out a way to better communicate it to them in terms that are simple, clear, and concise, so that they understand. This is what leading down the chain of command is all about.
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
Again, Ms. Minto applied her SCQA framework to creating structured, concise, and compelling introductions to written communications – especially memos and reports. In story parlance, the situation describes the recent context of “Once upon a time… and every day…” The complication includes the inciting incident and its consequences or “… until one day… and because of that…” The question captures the most intense query raised in a reader’s mind in response to the complication – often “why?” or “how?” Note the question is often implied and therefore not typically written into the introduction. Finally, the answer offers a solution to the problem set up by the situation and complication inclusive of the climax and the aftermath, or “… until finally... and after that…
Dave McKinsey (Strategic Storytelling: How to Create Persuasive Business Presentations)
The goals of applying scoreboard are to translate the vision and strategic planning into operational goals; communicate strategy and link it to individual performance.
Pearl Zhu (Performance Master: Take a Holistic Approach to Unlock Digital Performance)
if your team isn’t doing what you need them to do, you first have to look at yourself. Rather than blame them for not seeing the strategic picture, you must figure out a way to better communicate it to them in terms that are simple, clear, and concise, so that they understand. This
Jocko Willink (Extreme Ownership: How U.S. Navy SEALs Lead and Win)
British data analytics company, Strategic Communication Laboratories, that advised foreign governments and militaries on influencing elections and public opinion using the tools of psychological warfare. The American affiliate of SCL, of which Robert Mercer became principal owner, was christened Cambridge Analytica. (Bannon, too, took an ownership stake and a seat on the company’s board.) The
Joshua Green (Devil's Bargain: Steve Bannon, Donald Trump, and the Storming of the Presidency)
The humiliation revealed to Yudhishtir the human desire for delusions and the importance of being gentle with the harsh truth. Yudhishtir was so caught up with his honesty that he did not realize the other’s inability to receive it. The ability to communicate with a king with deference and dexterity is known in Sanskrit as sabha-chaturya, which translated literally means ‘tactfulness in court’. It is a trait that ministers and courtiers had to possess if they wished to survive in court and get their jobs done. It is a trait that people who work with leaders must possess. It is a trait that even leaders need to possess if they wish to lead. The foundation for this skill lies in the observation that people are uncomfortable with the truth, especially when it shows them in a bad light or has consequences that could affect them adversely. When confronted with it, they react negatively—with rage or denial. They may get defensive or simply reject the submission. So the work does not get done. One needs strategic communication, also known as diplomacy. One needs sabha-chaturya.
Devdutt Pattanaik (How to Know Ourselves (Management Sutras))
[...] identify influential writers and news sources (including those with strong biases) and monitor what they are saying. This can help you understand how groups talk about events and issues.
Rachel Hilary Brown (Defusing Hate: A Strategic Communication Guide to Counteract Dangerous Speech)
Eloquent speakers, communication experts, seasoned actors, and musicians all understand the transforming power of the pause. They know all too well that strategic silence and a well-placed whisper can speak louder than words in delivering a memorable presentation. It captures people's attention . . . creating eager anticipation for your next words.
Susan C. Young (The Art of Communication: 8 Ways to Confirm Clarity & Understanding for Positive Impact(The Art of First Impressions for Positive Impact, #5))
Leading and managing testers at Google is likely the thing most different from other testing shops. There are several forces at work at Google driving these differences, namely: far fewer testers, hiring competent folks, and a healthy respect for diversity and autonomy. Test management at Google is much more about inspiring than actively managing. It is more about strategy than day-to-day or week-to-week execution. That said, this leaves engineering management in an open-ended and often more complex position than that typical of the places we’ve worked before. The key aspects of test management and leadership at Google are leadership and vision, negotiation, external communication, technical competence, strategic initiatives, recruiting and interviewing, and driving the review performance of the team.
James A. Whittaker (How Google Tests Software)
E-mails really can get people into political or legal trouble, as Graham himself notes by raising questions about Clinton. “Did she communicate on behalf of Clinton Foundation as secretary of state?” he asked Mr. Todd on “Meet the Press.” “Did she call the terrorist attack in Benghazi a terrorist attack in real time? I want to know.” And e-mail really can get in the way of people’s time for strategic thinking or face-to-face communication. The question, of course, is whether those challenges mean one shouldn’t do e-mail at all. Plenty of people feel they don’t have much choice. Facebook or texts and mobile apps may have eroded its importance, but e-mail is still the channel for a lot of information. “E-mail and search remain the backbone of the Internet (roughly six in ten online adults engage in each of these activities on a typical day),” a 2012 Pew Research Center report concluded. And 91 percent of Internet users say they use e-mail, according to the 2011 survey data in the report. So in that light, Graham really is in rarefied company. Still, in another sense he may be representative of a not-tiny minority of Americans who choose not to participate in one facet or another of the digital revolution, and are perfectly happy with that. For example, the Pew research found that among the roughly 15 percent of Americans are not Internet-connected, lack of money or access isn’t the main reason. Bigger factors are doubts about whether it’s really vital or a waste of time. 
Anonymous
There are five areas where India has core competencies for integrated action: (1) Agriculture and food processing (2) Reliable and quality electric power, surface transport and infrastructure for all parts of the country (3) Education and healthcare (4) Information and communication technology (5) Strategic sectors
A.P.J. Abdul Kalam (The Righteous Life: The Very Best of A.P.J. Abdul Kalam)
Tactical steps in public relations should focus on branding, and the understanding that strategic communication is a creative and intentional process.
Germany Kent
When a strategic principle is well crafted and effectively communicated, managers at all levels can be trusted to make decisions that advance rather than undermine company strategy.
Orit Gadiesh (HBR's 10 Must Reads on Strategy (including featured article “What Is Strategy?” by Michael E. Porter))