Comedian Dave 'Hughesy' Hughes has condemned the AFL's decision to continue matches during the COVID-19 pandemic.

Sam Allardyce is reportedly ready to make his return to football management, and wishes to do so by heading back to the dug-out of his ex-club Sunderland.

The 58-year-old spent four months working in Holland and insists he has not been put off working abroad again, despite Den Haag struggling near the foot of the table when the season was annulled.

The product connects key stakeholders of the industry enabling maximum level of operational efficiencies, collaboration, and personalized retail experiences

KareRing adheres to standards like data encryption. Advanced tracking technology increases accuracy by using other sensory data. The app leverages AI-powered global identity verification to authenticate users' identity before onboarding them and uses data analytics and intelligence techniques to visualize user data. An inbuilt, WHO-compliant bot is used for user self-health assessment. The app has also an added functionality for healthcare organizations to evaluate the efficacy of the vaccine under trial.

Sales decline 2.13% to Rs 476.13 crore

The northeastern region, which has traditionally been disciplined, has emerged as the model of coronavirus management and the rest of the country should emulate it, Union minister Jitendra Singh said on Saturday. He said people in the eight northeastern states - Sikkim, Arunachal Pradesh, Mizoram, Manipur, Meghalaya, Nagaland, Tripura and Assam - have been following the lockdown-related guidelines in letter and spirit. "By tradition and by lifestyle, people of northeastern region are civilised and disciplined. That is why they could very easily follow the lockdown guidelines. There has been no problem in ensuring implementation of the lockdown-related guidelines there," Singh told PTI. He said within six years of the Modi government, the northeastern region has emerged as the model for development for the entire country. "Similarly, during the lockdown due to COVID-19, entire northeast has become model for the whole country to emulate it," he said, adding that the way people are ...

While holistic solutions are available, municipalities have struggled to implement them without proper planning and support from various ministries. Sanjay K Gupta reports.

The draft River Basin Management Bill 2012 has been crafted with good intentions but threatens to be counter-productive unless the critical need for decentralisation of power is addressed; a review by Shripad Dharmadhikary.

Renault-Nissan Alliance CEO Carlos Ghosn talks with WSJ Deputy Managing Editor Alan Murray about the differences in management style required for different corporate cultures in this excerpt from Tuesday's Viewpoints conversation.

Until women are provided adequate access to information, both about their rights and available budgetary resources, Joint Forest Management (JFM) programmes will only lead to more disempowerment for them, says Madhu Sarin.

As Gram Panchayats in Karnataka go to the polls this year, Madhavi Rajadhyaksha explores the untapped potential of these grassroots institutions and suggests ways in which their capabilities may be leveraged and capacity strengthened.

Yes Bank's board had to be superseded by the RBI and the government earlier this year after alleged mismanagement under its founder CEO Rana Kapoor.

BJP state president Dilip Ghosh, Bankura MP Subhas Sarkar, along with other leaders and workers, held placards in hand during the sit-in at their respective residences from 11 am to 1 pm.

ISRO is teaming up with French space agency CNES for a new mission called TRISHNA, which expands to Thermal infraRed Imaging Satellite for High-resolution Natural resource Assessment. The project aims to tackle the ill-management and ill-usage of water, one of Earth's most

Why should B2B marketers give a DAM?

When that DAM is digital asset management, you’re looking at a system that will improve all forms of online marketing, whether it's B2B influencers, social, search, content, video or always-on marketing.

It's also one of the top investments an organization can make for successfully leveraging a digital environment that will only expand with more data in the coming years.

It’s no wonder the global DAM market was valued at $3.4 billion in 2019, and is expected to reach $8.5 billion by 2025, according to report data from IMARC.

Just What Are Digital Assets?

As we explored in our introduction to DAM technology, “Why Digital Asset Management Matters in B2B Marketing,” digital assets are simply any computer files, stored anywhere — whether on your phone, tablet, desktop, network, or in the cloud.

DAM software runs either on a local computer network or in the cloud, and is built to pull in and make it easy to organize an unlimited number of files — all those digital assets that organizations create and use daily.

The more complex your marketing strategies and organization are, the greater the benefits of DAM will be, especially when accumulated over time.

The pandemic has also brought to light weaknesses for some organizations, as remote workers place additional strains on systems not necessarily designed for unified online access to digital asset libraries.

Let’s look at how adding a DAM system to your mix can help improve six major forms of digital marketing.

[bctt tweet="“The more complex your marketing strategies and organization are, the greater the benefits of digital asset management (DAM) will be, especially over time.” — Lane R. Ellis @lanerellis" username="toprank"]

1 — Use DAM to Augment Your Influencer Marketing

Influencer marketing campaigns, especially in the B2B realm, can involve many people and projects, often with a variety of images, document files, videos, and other digital assets.

Tracking multiple versions of files — with varieties specifically created for each social media platform involved in a campaign — can get complicated, and many firms either use a cobbled together make-shift approach that may be known only to one or a few people in the organization, or end up bouncing around from one software solution to another.

A good DAM database, however, can be used company-wide and is expandable enough to accommodate any change in file types, for as long as the DAM is supported by its developers.

The best DAM solutions also offer transparent and robust import and especially export routines, so that organizations aren’t locked-in to one DAM environment with their digital assets held hostage, unable to easily migrate to other solutions if needed.

Influencer marketing benefits from DAM through increased efficiency and time savings, which ultimately make influencers happy and better able to share co-created content.

2 — Expand Your Content Marketing With DAM

The type of savvy content management offered by DAM systems could save marketing teams 13 days annually per staff member, according to report data from Canto.

The same research found that 41 percent of marketers said that digital filing inefficiencies had caused delayed project releases, and 54 percent noted that they experienced frustration with inefficient filing systems.

By its very nature content marketing involves vast quantities of content in all its various digital forms, and a powerful DAM system enhances content marketing by making it easy to find all the digital assets a business has ever created, both for current campaigns and when gathering past performance and return on investment (ROI) data.

Brands such as Under Armour use DAM systems to manage over 12 terabytes of content including more than half a millions digital assets for some 7,000 products that change seasonally, a task that while possible without using a DAM, really shows off the benefits of a solid organizational and archival solution.

3 — Make a Move to DAM to Improve Your Video Marketing

As with static digital assets, a good DAM system easily ingests and organizes video content, putting it at the fingertips of each person in an organization who needs it, from video editor to social media manager to corporate executives.

Digital video has remained a leading performer for marketers, with 92 percent saying it's an important part of their marketing strategy (HubSpot), and with the arrival of the global health crisis initial reports have shown that more video than ever is being viewed, including 5.5 percent higher video view rates on Twitter.

One of the many benefits a top-notch DAM solution offers is the ability to find otherwise hidden static content in your organization's archives that can work well in creating video marketing, oftentimes also avoiding time-consuming efforts to re-do work that has already been completed but can't easily be found.

4 — DAM Shines in Always-On Marketing Environments

Always-on marketing replaces on-again off-again campaigns with a fluid ongoing effort, continually cultivating and carefully building efforts that allow businesses to seamlessly adapt their marketing efforts, rather than playing catch-up, stopping a campaign, and waiting to build a new one.

For B2B marketers, the shift to always-on is swiftly advancing, and in always-on marketing DAM shines brightly, as it removes many of the bottlenecks slowing down traditional marketing by offering easy and swift access to a firm’s digital asset archive.

We recently launched a new ongoing series for B2B brands looking to explore the many benefits of always-on influence, as our CEO Lee Odden took a close at in "Always On Influence: Definition and Why B2B Brands Need it to Succeed."

Marketing technology also thrives when DAM is involved, and MarTech Advisor recently took a look at 10 of the major players in the DAM market.

[bctt tweet="“Always On Influencer Marketing is a strategic approach to creating communities of trusted experts that is relationship and content focused.” @LeeOdden" username="toprank"]

5 — Search Marketers Find Success with DAM

Search marketers also benefit from a powerful DAM system, being able to systematically find search campaign assets, analytics data contained in spreadsheets or other formats, in ways that help make more data-informed search marketing efforts a snap.

In a way the so-called findability of search marketing goes hand-in-hand with a smart DAM solution, as both are centered around finding things — whether in the form of search engine query answers or finding a file you know you have but haven't been able to successfully locate until the arrival of a DAM system.

6 — B2B Marketers Get Social with DAM

Social media marketers too can gain advantages by using a DAM workflow, easily accessing digital assets destined for a variety of social platforms, whether they involve static or video content, advertising copy in text documents, or social analytics data in any number of file formats.

Social media marketing is also enhanced by DAM through time savings, but also by the extra insight it can bring helping to open up an organization's digital asset library. Re-purposing content on social platforms can take on an entirely new and all-encompassing level when every digital asset can easily come in to play and be combined in relevant new ways, thanks to a powerful DAM system.

Invest in Your Firm’s Long-Term Success Using DAM

Whether you specialize in B2B influencer marketing, social, search, content, video or always-on efforts — or a combination of these primary digital marketing practices — finding and implementing the right digital asset management system is an investment in the long-term success of your organization.

Finally, to help you learn more about DAM solutions for marketers, including a list of many of the top providers, have a look at our article exploring the subject.

The post Why B2B Marketers Should Give a DAM: Top Tips on Digital Asset Management appeared first on Online Marketing Blog - TopRank®.

Cham : Springer, c2019.

Cham, Switzerland : Springer, [2019]

[S.l.] : APRESS, 2019.

Cham, Switzerland : Springer, [2019]

Cham : Springer, 2019.

Cham, Switzerland : Springer, [2019]

Cham, Switzerland : Springer, 2019.

Cham : Springer, 2019.

[S.l.] : SPRINGER NATURE, 2019.

Cham : Springer, [2019]

Cham, Switzerland : Springer, [2019]

[Berkeley, CA] : Apress, [2019]

This directive provides the Mail Management Program procedures and responsibilities for FSIS employees and describes the Agency’s mailing and shipping standards.

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Vancouver ; Toronto : UBC Press, [2018]

[Ottawa] : House of Commons, Canada, 2018

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Barker Library - TD898.14.M35 S26 2020

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Dewey Library - TD231.N5 R66 2019

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In Tuckman’s Stages of Group Development, the Storming stage happens as a group begins to figure out how to work together. Previously, each person had been doing their own thing as individuals, so necessarily a few things need to be ironed out: how to collaborate, how to hit goals, how to determine priorities. Of course there may be some friction here!

But even if your team doesn’t noticeably demonstrate this kind of internal Storming as they begin to gel, there might be some outside factors at play in your work environment that create friction. During times of team scaling and organizational change—the water we in the web industry are often swimming in—managers are responsible for things like strategy-setting, aligning their team’s work to company objectives, and unblocking the team as they ship their work.

In addition to these business-context responsibilities, managers need to be able to help their teammates navigate this storm by helping them grow in their roles and support the team’s overall progress. If you and your teammates don’t adapt and evolve in your roles, it’s unlikely that your team will move out of the Storming stage and into the Norming stage of team dynamics.

To spur this course-correction and growth in your teammates, you’ll end up wearing four different hats:

• Mentoring: lending advice and helping to problem solve based on your own experience.
• Coaching: asking open questions to help your teammate reflect and introspect, rather than sharing your own opinions or quickly problem solving.
• Sponsoring: finding opportunities for your teammate to level up, take on new leadership roles, and get promoted.
• Delivering feedback: observing behavior that is or isn’t aligned to what the team needs to be doing and sharing those observations, along with praise or suggestions.

Let’s dive in to how to choose, and when to use, each of these skills as you grow your teammates, and then talk about what it looks like when teammates support the overarching direction of the team.

Mentoring

When I talk to managers, I find that the vast majority have their mentor hats on ninety percent of the time when they’re working with their teammates. It’s natural!

In mentoring mode, we’re doling out advice, sharing our perspective, and helping someone else problem solve based on that information. Our personal experiences are often what we can talk most confidently about! For this reason, mentorship mode can feel really good and effective for the mentor. Having that mentor hat on can help the other person overcome a roadblock or know which next steps to take, while avoiding drastic errors that they wouldn’t have seen coming otherwise.

As a mentor, it’s your responsibility to give advice that’s current and sensitive to the changing dialog happening in our industry. Advice that might work for one person (“Be louder in meetings!” or “Ask your boss for a raise!”) may undermine someone else, because members of underrepresented groups are unconsciously assessed and treated differently. For example, research has shown that “when women are collaborative and communal, they are not perceived as competent—but when they emphasize their competence, they’re seen as cold and unlikable, in a classic ‘double bind’”.

If you are not a member of a marginalized group, and you have a mentee who is, please be a responsible mentor! Try to be aware of the way members of underrepresented groups are perceived, and the unconscious bias that might be at play in your mentee’s work environment. When you have your mentor hat on, do lots of gut checking to make sure that your advice is going to be helpful in practice for your mentee.

Mentoring is ideal when the mentee is new to their role or to the organization; they need to learn the ropes from someone who has firsthand experience. It’s also ideal when your teammate is working on a problem and has tried out a few different approaches, but still feels stumped; this is why practices like pair coding can help folks learn new things.

As mentors, we want our mentees to reach beyond us, because our mentees’ success is ultimately our success. Mentorship relationships evolve over time, because each party is growing. Imaginative, innovative ideas often come from people who have never seen a particular challenge before, so if your mentee comes up with a creative solution on their own that you wouldn’t have thought of, be excited for them—don’t just focus on the ways that you’ve done it or seen it done before.

Managers often default to mentoring mode because it feels like the fastest way to solve a problem, but it falls short in helping your teammate connect their own dots. For that, we’ll look to coaching.

Coaching

In mentoring mode, you’re focused on both the problem and the solution. You’ll share what you as the mentor would do or have done in this situation. This means you’re more focused on yourself, and less on the person who is sitting in front of you.

In coaching mode—an extremely powerful but often underutilized mode—you’re doing two primary things:

1. Asking open questions to help the other person explore more of the shape of the topic, rather than staying at the surface level.
2. Reflecting, which is like holding up a mirror for the other person and describing what you see or hear, or asking them to reflect for themselves.

These two tools will help you become your teammate’s fiercest champion.

Open Questions

“Closed” questions can only be answered with yes or no. Open questions often start with who, what, when, where, why, and how. But the best open questions are about the problem, not the solution. Questions that start with why tend to make the other person feel judged, and questions that start with how tend to go into problem solving mode—both of which we want to avoid while in coaching mode.

However, what questions can be authentically curious! When someone comes to you with a challenge, try asking questions like:

• What’s most important to you about it?
• What’s holding you back?
• What does success look like?

Let’s say my teammate comes to me and says they’re ready for a promotion. Open questions could help this teammate explore what this promotion means and demonstrate to me what introspection they’ve already done around it. Rather than telling them what I think is necessary for them to be promoted, I could instead open up this conversation by asking them:

• What would you be able to do in the new level that you can’t do in your current one?
• What skills are required in the new level? What are some ways that you’ve honed those skills?
• Who are the people already at that level that you want to emulate? What about them do you want to emulate?

Their answers would give me a place to start coaching. These questions might push my teammate to think more deeply about what this promotion means, rather than allowing them to stay surface level and believe that a promotion is about checking off a lot of boxes on a list. Their answers might also open my eyes to things that I hadn’t seen before, like a piece of work that my teammate had accomplished that made a huge impact. But most important, going into coaching mode would start a two-way conversation with this teammate, which would help make an otherwise tricky conversation feel more like a shared exploration.

Open questions, asked from a place of genuine curiosity, help people feel seen and heard. However, if the way you ask your questions comes across as judgy or like you’ve already made some assumptions, then your questions aren’t truly open (and your teammate can smell this on you!). Practice your intonation to make sure your open questions are actually curious and open.

By the way, forming lots of open questions (instead of problem solving questions, or giving advice) is tremendously hard for most people. Don’t worry if you don’t get the hang of it at first; it takes a lot of practice and intention over time to default to coaching mode rather than mentoring mode. I promise, it’s worth it.

Reflections

Just like open questions, reflections help the other person feel seen and heard, and to explore the topic more deeply.

It’s almost comical how rarely we get the sense that the person we’re talking to is actively listening to us, or focusing entirely on helping us connect our own dots. Help your teammates reflect by repeating back to them what you hear them say, as in:

• “What I’m hearing you say is that you’re frustrated with how this project is going. Is that right?”
• “What I know to be true about you is how deeply you care about your teammates’ feelings.”

In each of these examples, you are holding up a metaphorical mirror to your teammate, and helping them look into it. You can coach them to reflect, too:

• “How does this new architecture project map to your goals?”
• “Let’s reflect on where you were this time last year and how far you’ve come.”

Occasionally, you might get a reflection wrong; this gives the other person an opportunity to realize something new about their topic, like the words they’re choosing aren’t quite right, or there’s another underlying issue that should be explored. So don’t be worried about giving a bad reflection; reflecting back what you’re hearing will still help your teammate.

The act of reflecting can help the other person do a gut check to make sure they’re approaching their topic holistically. Sometimes the act of reflection forces (encourages?) the other person to do some really hard work: introspection. Introspection creates an opportunity for them to realize new aspects of the problem, options they can choose from, or deeper meanings that hadn’t occurred to them before—which often ends up being a nice shortcut to the right solution. Or, even better, the right problem statement.

When you have your coaching hat on, you don’t need to have all the answers, or even fully understand the problem that your teammate is wrestling with; you’re just there as a mirror and as a question-asker, to help prompt the other person to think deeply and come to some new, interesting conclusions. Frankly, it may not feel all that effective when you’re in coaching mode, but I promise, coaching can generate way more growth for that other person than just giving them advice or sharing your perspective.

Choose coaching when you’re looking to help someone (especially an emerging leader) hone their strategic thinking skills, grow their leadership aptitude, and craft their own path forward. Coaching mode is all about helping your teammate develop their own brain wrinkles, rather than telling them how you would do something. The introspection and creativity it inspires create deeper and longer-lasting growth.

Sponsoring

While you wear the mentoring and coaching hats around your teammates, the sponsor hat is more often worn when they’re not around, like when you’re in a 1:1 with your manager, a sprint planning meeting, or another environment where someone’s work might be recognized. You might hear about an upcoming project to acquire a new audience and recommend that a budding user researcher take it on, or you’ll suggest to an All Hands meeting organizer that a junior designer should give a talk about a new pattern they’ve introduced to the style guide.

Sponsorship is all about feeling on the hook for getting someone to the next level. As someone’s sponsor, you’ll put their name in the ring for opportunities that will get them the experience and visibility necessary to grow in their role and at the organization. You will put your personal reputation on the line on behalf of the person you’re sponsoring, to help get them visible and developmental assignments. It’s a powerful tool, and the one most effective at helping someone get to the next level (way more so than mentoring or coaching!).

The Center for Talent Innovation routinely measures the career benefits of sponsorship (PDF). Their studies have found that when someone has a sponsor, they are way more likely to have access to career-launching work. They’re also more likely to take actions that lead to even more growth and opportunities, like asking their manager for a stretch assignment or a raise.

When you’re in sponsorship mode, think about the different opportunities you have to offer up someone’s name. This might look like:

• giving visible/public recognition (company “shout outs,” having them present a project demo, thanking them in a launch email, giving someone’s manager feedback about their good work);
• assigning stretch tasks and projects that are just beyond their current skill set, to help them grow and have supporting evidence for a future promotion; or
• opening the door for them to write blog posts, give company or conference talks, or contribute open-source work.

Remember that members of underrepresented groups are typically over-mentored, but under-sponsored. These individuals get lots of advice (often unsolicited), coffee outings, and offers to teach them new skills. But it’s much rarer for them to see support that looks like sponsorship.

This isn’t because sponsors intentionally ignore marginalized folks, but because of in-group bias. Because of how our brains (and social networks) work, the people we’re closest to tend to look mostly like us—and we draw from that same pool when we nominate people for projects, for promotions, and for hires. Until I started learning about bias in the workplace, most of the people I sponsored were white, cisgender women, like myself. Since then, I’ve actively worked to sponsor people of color and nonbinary people. It takes effort and intention to combat our default behaviors—but I know you can do it!

Take a look at the daily communications you participate in: your work chat logs, the conversations you have with others, the process for figuring out who should fix a bug or work on a new project, and the processes for making your teams’ work visible (like an architecture review, code review, launch calendar, etc.). You’ll be surprised how many moments there are to sponsor someone throughout an average day. Please put in the time and intention to ensure that you’re sponsoring members of underrepresented groups, too.

Dewey Library - HC79.E5 L636 2019

Dewey Library - HC106.4.L474 2018

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