SEO for those who know it is everywhere right now as compared ten years ago.
I had a great time with my friend, Jitendra Vaswani at Chiang Mai SEO Conference, talking about the realms of Digital Marketing. Jitendra Vaswani is the founder of BloggersIdeas, WordPress Plugin SchemaNinja, and Digital Marketing Agency Digiexe.
In my time in Chiang Mai, I shared with him how my SEO journey started when working in the corporate world at the same time.
Every day was not a sunny day back then and had my share of crossroads too when I started venturing Digital Marketing.
During the interview, I discussed how my SEO and management expertise come hand in hand to my clients and where most fall apart: those who kept on looking for SEO magic bullets.
SEO is all about creating excellent content and high quality of links. SEO is also about finding the right people and managing those talented people effectively to keep the noodles moving. These factors, plus the SEO techniques,...
In 1969 Lawrence J. Peter wrote The Peter Principle: Why Things Always Go Wrong. It was a satire on traditional business research writing, featuring fake examples and humorous cartoons. It managed to strike a chord, it spent 33 weeks on the NY Times bestseller list and has been in print continuously since its release. At its heart was a Dilbertian maxim: every employee tends to rise to his/her level of incompetence. Everyone who has ever had a bad manager might quickly give a nod of the head to this obvious bit of wisdom, but what's behind the half-joke-half-truth? And what can we do to combat it?
Very often an employee who performs well in a particular field can receive a promotion which puts him/her into managing others like him. Peers see this as a worthy reward, and management can point to the joy of promoting from within as opposed to bringing in an external hire. But why is this flawed? It assumes that...
We've all been told "you can't make more time." Of course, in almost every sense, that's true. But what you can do, through a virtual assistant (VA), is make a part-time you, which can then do some activities you currently do. This frees up your schedule and in a very real way "makes more time" for you on a practical level. But if this is true, why do so few people choose to get a VA? They don't have a starting point.
So, fair disclosure, I do have a VA firm, but this article isn't to convince you to use us, but rather to give you some starting points on the how and why of a VA.
The fascinating Pareto Principle makes for good conversation whenever it's brought up, but it makes for even better brainstorming with high performers as they disclose how they've gotten to their critical 20%. If you realize that the 20% is where you likely add the most value, where you generate the most income, you then also realize that 80% of what...
There are, of course, many mistakes entrepreneurs make when they first start out. But there are two in particular that we have seen recur frequently, and particularly in the situation of a new hire. If you take the time to understand these problems and correct them in your own practices, your new hires will thank you, and will onboard much more successfully.
As we have discussed in a previous article about building a culture of talent, it's important to focus on hiring people who are not just competent, but who wish to grow and scale with you. These are people who are just as focused on personal development as professional development, and are nurtured in such an attitude by you.
However, there may come a time when you have a particular need that doesn't fall into a recognizable skill set. For example, if you want to start a podcast, but don't know where to start, there's not necessarily an app or a job board that advertises...
As you grow your company you will expect that people may wish to move on to other companies for other opportunities. But they will be less inclined to do so if they know that they have the opportunity to advance within your organization. This optimism about advancement is natural when you build a culture of talent: an atmosphere in which everyone strives for personal development and team success.
Your team needs to be encouraged by you to be transparent whenever possible. The idea cannot be for management to keep processes and methods opaque so that someone becomes “indispensable” (“no one can do what I can do”) but rather to encourage everyone to be cross-trained and knowledgeable about different processes. If people are fearful that they will train someone who will “take their job” they are holding on to a scarcity mindset, and it’s your job to move them towards an abundance mindset, where sharing the...
The best overall strategy for recruiting is to always be networking. The more people you know, the more potential employees you are meeting. But underneath this overarching strategy are of course a few techniques we have discovered over the years that will help you unearth some particularly great candidates.
This is a source we speak about frequently because it has delivered for us time and again. The site allows you to search by geography and keyword, so you could, for example search for "Wordpress developers in Romania." Once you've pulled up those results you can search through to find candidates who are great matches for you. Then we use an indirect method. WE send an email to this person praising their particular software knowledge and experience and send them one of your job postings asking: "Do you know anyone who would be good for this job?" You are now looking at one of two outcomes, both of them good:
Most people understand that goal setting is important, but they often don't really know why that is, or even the best way to do it. Goal setting instead becomes a boring ritual in which marginal improvements over the previous period are set, and without real skin in the game, employees can see these goals as simply formalities, not realities. There's a better way.
Many workplace goals are really oriented around just doing "a little big more." Numbers and KPIs from a previous period will be looked at and arbitrarily marked up a certain percent. This is easy for management and frankly, easy for the team. Just improve a little more, the message says, which essentially means, don't change anything you're doing.
But we know not just from our professional lives but our personal lives that true growth and big advances come not from marginal improvements from what we did last year, but by major and drastic changes. Those changes have to start...
Just as some people may dread searching for jobs, there are even those in human resources who may feel stuck in a rut when it comes to recruiting. Hiring managers may not have had consistent success with their hires and this may be because they simply haven't taken the time to find winning formulas within their own organization to apply towards new hires or because they are overly reliant on a CV or an interview impression.
One of the things we consider when looking at any candidate are reasons not to hire. This is less about creating an adversarial relationship and more about trying to stay objective. At the end of the day we are talking about human beings and we can form bonds of friendship (or enmity) quickly, and this can cloud our decision-making. By keeping track of reasons not to hire someone, you are highlighting elements of risk. You aren't looking to have zero items on this list -- all genuine candidates have weaknesses -- but...
Team meetings are a necessary evil. They take us away from our work, but if they are run with the right procedures and mindsets, they won't be dreaded time away from work but rather a valued accelerator to that work.
Your team should realize that the key reason you have team meetings is so that everyone can share what is going on. By using transparent communication effectively, people can share helpful resources but also take and share ownership of specific tasks or projects. By placing this communication within a recurring structure, the team is set up for success.
You should have time constraints on your team meetings. They shouldn't be shorter than thirty minutes (you'll be rushing) but they shouldn't run over ninety minutes (it's not a movie). Over time you'll find a time that suits what needs to be covered, but the principle is fit the time around your agenda rather than try to fit your agenda into an arbitrary time.