“Give me a lever long enough and a fulcrum on which to place it, and I shall move the world.”
How do you get things done in your professional life? Simple: understand the incentives and find the leverage.
In the early part of your career, as an individual contributor, you can exceed expectations and gain leverage by being incredibly good at your job. You may do it with your skills and talent or by working harder than others.
Later in your career, though, being great at your job is not enough. You need the intuition to see an untapped opportunity beyond your day-to-day job (a.k.a. “white space”) and the ability to seize it.
It’s no longer an individual matter. Even if you have the vision for company-wide improvement and a clear articulation of its value, the people you need may have no incentive to help you.
When this happens, you may need more leverage to make your needs their priority.
Misaligned incentives are pervasive in corporate environments, and they are usually a combination of suboptimal management decisions and a complex business environment. Over the years, I learned not to let them frustrate me, but use them to my advantage.
[Featured image by Andy Kelly on Unsplash]
Discussions about generative AI are everywhere right now, and I feel compelled to add my take to the mix. However, I’m hoping to bring you something a little different. Rather than focus on the endless world of possibilities generative AI will create or the jobs it will destroy, I want to step back.
Instead of focusing on the AI itself, I want to focus on the people — that’s us — who are going to have to adjust to stay relevant in the age of generative AI.
What traits will keep us relevant in the age of generative AI?
Once you have a clear sense of your business objective and your target audience (topics we discussed in Part 1 of this series), it’s time to take those actionable steps you identified and put them to work for ongoing results. Making a strong plan for your marketing strategy allows you to build on your knowledge, providing ongoing results with sma…
Developing a marketing campaign requires a unique combination of creative, big-picture thinking and focused, detail-oriented implementation. It can be challenging to figure out how to piece all the different elements together, but breaking down the process into tangible steps can help ensure that your vision will translate into effective tactics to reach your business objective through powerful creativity and seamless execution.
I have worked with numerous startups, medium businesses, and in large multinational companies, and when it comes to campaign planning and execution, there are common mistakes that can be avoided through careful planning and methodical execution. Whether if you are the person in charge of marketing in a 2-person startup or a brand director supported by 5 different agencies, you should find this two-part series useful.
Generally speaking, smaller companies have limited time and resources, and they tend to skip important steps in the process given their natural bias to action or simple lack of bandwidth. Larger companies often lack the synergic coordination between teams required to make the most of the resources available or fail to properly execute their plan due to the lack of attention towards smaller, technical, yet critical details.
For this reason, I’ve decided to learn from my mistakes and the mistakes made around me and document the process required to plan and launch a successful marketing campaign. In this first part of a two-part series, we’ll be exploring how to put your business objective and target audience to work, creating actionable steps that take you from data analysis to an idea that serves as a solid foundation for your campaign. Continue reading
Throughout my professional career, innovation has always been the focus of the environment around me. Although it can often be an abused term, this proximity to groups aspiring to be innovative taught me a lot about this elusive concept. Recently, I started reflecting on some commonalities that I encountered when dealing with innovative companies, products, and teams, and I thought it could be interesting sharing them in a post.