Debbie Laskey On Social Media, Brand Audits And Leadership Books

Debbie Laskey has 15 years of marketing experience and an MBA Degree. She developed her marketing expertise while working in the high-tech industry, the Consumer Marketing Department at Disneyland Paris in France, the non-profit arena, and the insurance industry.

Her expertise includes brand marketing, social media, employee engagement, leadership development, and customer experience marketing.

This week, Debbie was kind enough to answer the following three questions about social media and marketing:

Question 1. What are the biggest mistakes business leaders make when it comes to social media for their company?

Laskey: There are three key mistakes business leaders make regarding social media.

First, there is the "what's social media" mistake. Some leaders think it's something their kids do or Mark Zuckerberg did when he dropped out of college. However, social media can be an effective marketing tool when it is designed and implemented in alignment with an overall marketing plan which includes traditional marketing (brand marketing, collateral, advertising, PR, digital and mobile marketing, etc.). Social media cannot be effective if it is done in a vacuum.

Second, there is the "what's the voice" mistake. Some leaders think their social media strategy can be created and implemented by an intern or a relative. While a business would not trust its finances to an intern, it should only trust its social media to a full-time member of its marketing team. Social media must align with all other forms of marketing, PR, and promotions - and it must use the same "look-and-feel" and "brand voice." Therefore, take the time to make sure there is brand consistency among all social platforms (logos, avatars, business "about" descriptions, etc.).

Third, there is the "social media ROI" mistake. Some leaders think they can measure their social media initiatives with a dollar amount. However, as with many marketing initiatives, there is no ROI the day after a campaign launches. Therefore, determine the objectives of a social media campaign before starting. For example, if your business creates a Facebook page for a special event, plan the content calendar as well as the number of likes, the number of comments, and the number of shares that would be considered successful.

Question 2. Marketing options are greater than ever before. Despite all the choices, what are a couple basics business leaders should implement no matter what?

Laskey: All business leaders should implement a regular brand audit. In today's competitive business climate, industry leaders shift, and as a result, new opportunities may be evident tomorrow that weren't evident today. Every 12-18 months, analyze your brand strengths and weaknesses as well as those of your competitors.

All business leaders should conduct brainstorming sessions with key representatives from all departments within the company. This type of teamwork is critical for positive cultures and morale.

Question 3. What book do you recommend business leaders read to help them navigate today's world of marketing?

Laskey: My favorite business book was something I read in grad school in 1995, and it remains my favorite to this day. Jim Collins,' Built To Last, addresses the question, "Why are some companies able to achieve and sustain success through multiple generations of leaders, across decades, and even centuries?" Here are some comments from Jim Collins about the book.

Laskey has been honored by the Los Angeles County Board of Supervisors and the Los Angeles City Council and been recognized as a "Woman Making a Difference" by the Los Angeles Business Journal.

Since 2002, she has served as a judge for the Web Marketing Association’s annual web award competition and has also been recognized as one of the "Top 100 Branding Experts" to follow on Twitter. Currently, Laskey is the Director of Marketing and Communications for the Exceptional Children's Foundation in Los Angeles (www.ECF.net).

Comments

Building A Culture For Speed, Impact And Excellence

“When it comes to culture, one of the most glaring issues is that far too many leaders do not recognize it as one of their greatest competitive advantages,” says Matt Mayberry , author of the book, Culture Is The Way . Mayberry, former linebacker for the Chicago Bears and now keynote speaker and global expert in leadership development, culture change, and organizational performance, took the lessons he learned on the field and in the locker room straight to the boardroom. “Over time, I realized that the same characteristics that distinguish the best football teams are also required to succeed in business,” shares Mayberry. Those characteristics include: A strong commitment to excellence. An emphasis on teamwork. Practicing like a champion every day. Perseverance in the face of adversity. Other key lessons from sports coaches include these says Mayberry: Develop a burning desire to improve culture. Generate and bring positive energy daily. Don’t just manage people, coach

Leader's Playbook For Perpetual Innovation

For over twenty years, Dr. Behnam Tabrizi has taught organizational transformation at Stanford University in its Executive Program, which he also directs. And now he’s written, Going on Offense: A Leader’s Playbook for Perpetual Innovation . In a seven-year study, Tabrizi found that companies that focus their energy on building a supportive, purpose-driven culture that keeps people on edge, and boldly adapts to new environments are the companies that truly excel. “Most companies pray for one innovation to skyrocket their growth. But the secret to success for the most innovative and agile companies is not just one good idea, rather a dedication to perpetual innovation and relentless experimentation that pulses through an organization, top to bottom,” explains Tabrizi. His new book provides an insider view into the drivers of success and challenges in 26 organizations—including industry giants like Apple, Tesla, Amazon, Microsoft, and Starbucks—along with actionable advice on

How To Build An Extreme Team

Extreme Teams is a fascinating book by Robert Bruce Shaw , where he takes you inside top companies and examines not just great teams (your more “conventional” teams), but extreme teams. According to Shaw, extreme teams : View work as a calling —even an obsession. Value members’ cultural fit and ability to collectively produce results. Pursue a limited set of vital priorities —less is more. Strive to create a culture that is at once both hard and soft – simultaneously tough in driving for measurable results on a few highly visible targets and supportive of individuals to create an environment of collaboration, trust, and loyalty. Value conflict among team members —recognizing the benefit of being uncomfortable. Companies with extreme teams will go to great lengths to ensure that their extreme teams are well equipped to address not only the challenges of today, but also the challenges of the future. The central questions to ask , therefore, are: What is it your team will be accompl

How To Strengthen Both Your Customer And Employee Experience In Tandem

“The most successful companies are those that adopt an Experience Mindset that strengthens both employee experience (EX) and customer experience (CS) at the same time,” explains Tiffani Bova , author of the new book, The Experience Mindset: Changing the Way You Think About Growth . The book’s teachings are based on exclusive research from two Salesforce studies of thousands of employees and c-suite executives around the globe, and further validated by hundreds of executive conversations and other industry research. “The needs and preferences of both customers and employees must be considered with every decision made, large and small – requiring an entirely new operating mentality,” says Bova. “To remain completive in today’s marketplace, investing in people is no longer a nice-to-have, but rather a must have.” Bova recommends that when companies are attempting to keep up with the relentless demands of customers, that they don’t favor the customer experience over the employee

REI Sets The Example For Creating And Living Core Values

Are you a leader who is struggling with how to write your company's core values? You can learn from Recreational Equipment Incorporated , better known as REI -- an outdoor gear and apparel co-op. As described in Amy Lyman's new book, The Trustworthy Leader , REI concisely articulates its core values in this series of statements: Authenticity -- We are true to the outdoors. Quality -- We provide trustworthy products and services Service -- We serve others with expertise and enthusiasm. Respect -- We listen and learn form each other. Integrity -- We live by a code of rock-solid ethics, honesty, and decency. Balance -- We encourage each other to enjoy all aspects of life. "The words contained in the values are not much different from those found in the value statements of any organization. So what makes it different at REI? The people at REI actively seek to live out their values ," explains Lyman.

Today's Fostering Better Connections Tip For Leaders

Today's great leadership advice comes from the recently released book, Thrive With A Hybrid Workplace , by Felice B. Ekelman, JD and Julie P. Kantor, PhD . They explain that: " Leaders need to facilitate connections with their teams . Two parallel tracks are operating: the work track and the personal track. Bosses who only focus on getting the work done generally have teams with poor morale, limited engagement, higher absenteeism, and the like. Leaders who build interpersonal glue have happier, more engaged, and more productive employees," say the authors. Therefore, they suggest you do the following to build your own interpersonal glue with your direct reports and the team at large : Create rituals at the beginning and the end of the day. Do virtual or live walk-arounds. Regularly schedule check-ins. Add additional check-ins as needed. Take a walk with an employee. Build in pre-meetings. Use ice breakers. Encourage networking. Create special-interest groups. Create a m

Effective Listening: Do's And Don'ts

Here are some great tips from Michelle Tillis Lederman's book, The 11 Laws of Likability . They are all about: what to do and what not to do to be a leader who's an effective listener : Do : Maintain eye contact Limit your talking Focus on the speaker Ask questions Manage your emotions Listen with your eyes and ears Listen for ideas and opportunities Remain open to the conversation Confirm understanding, paraphrase Give nonverbal messages that you are listening (nod, smile) Ignore distractions Don't : Interrupt Show signs of impatience Judge or argue mentally Multitask during a conversation Project your ideas Think about what to say next Have expectations or preconceived ideas Become defensive or assume you are being attacked Use condescending, aggressive, or closed body language Listen with biases or closed to new ideas Jump to conclusions or finish someone's sentences

Five Crucial Actions That Build Unity And Foster Performance

“Given the research-validated outcomes and demonstrated financial impact belonging offers, organizations should make cultivating belonging a personal leadership imperative across the world,” says Brad Deutser , author of the new book, Belonging Rules: Five Crucial Actions That Build Unity and Foster Performance . Furthermore, belonging predicts job satisfaction, engagement, and effort over and above employee’s perceptions of organizational culture or strategy, explains Deutser. So, what exactly is belonging? It’s: Belonging is where we hold space for something of shared importance. It is where we come together on values, purpose, and identity; a space of acceptance where agreement is not required but a shared framework is understood; where there is an invitation into the space; and intentional choice to take part in; something vital to a sense of connection, security and acceptance. As you read the book, you’ll discover vital information about the five Belonging Rules :

A Guide For How To Dream Big And Win In Business

In Dream Big and Win , author Liz Elting shares the lessons she learned ― both the successes and failures ― while building a billion-dollar company from scratch. She explains why you need not only passion and purpose to win big, but also: a willingness to take decisive action grit sweat equity determination positive attitude Elting’s fascinating story began with her entirely self-funded business launch that started in a dorm room. By possessing a disciplined set of principles and focusing on carefully developing her leadership skills throughout the process, she was able to achieve her goal of becoming #1 in the translation market that was already dominated by established competitors. Today, Elting is the Founder and CEO of The Elizabeth Elting Foundation, which creates scholarship opportunities for entrepreneurial young women, funds exciting women-led startups and social businesses, and supports women-led organizations that foster women’s success through educational prog

How To Be Indispensable At Work

Bruce Tulgan ’s book, The Art of Being Indispensable at Work is all about how to win influence, beat overcommitment, and get the right things done in your workplace . Tulgan says that what truly sets “go-to people” apart is how they think and what they do, including: They understand the peculiar mathematics of real influence – doing the right thing for the long term. They lead from wherever they are – going vertically before going sideways (or diagonally). They know when to say no and how to say yes . They work smart – creating checklists, step-by-step instructions, and professionalizing everything they do. They finish what they start . They get better and better at working together . They promote “go-to-ism” – finding other indispensable people throughout the organization and building new go-to people whenever there’s a chance to do so. Other characteristics of indispensable people , are: Maintaining a positive attitude Doubling down on hard work Taking personal res

Eric Jacobson On Management And Leadership

Search This Blog