http://www.mpdailyfix.com/fear-strikes-us-out/?utm_source=rss&utm_medium=rss&utm_campaign=fear-strikes-us-out Opinions. Commentary. News. Sat, 11 Feb 2012 13:14:15 +0000 http://wordpress.org/?v=2.9.1 hourly 1 http://www.mpdailyfix.com/fear-strikes-us-out/comment-page-1/#comment-24279 Stephen Denny Sat, 02 Dec 2006 03:19:26 +0000 http://www.mpdailyfix.com/fear-strikes-us-out/#comment-24279 "Sometimes the magic works and sometimes it doesn't..." (know the movie reference??)... Thanks -- you have to pick your management carefully. And that unfortunate typo should have said, "sometimes you have to OVERCOMMUNICATE..." just for the record. “Sometimes the magic works and sometimes it doesn’t…” (know the movie reference??)…
Thanks — you have to pick your management carefully.
And that unfortunate typo should have said, “sometimes you have to OVERCOMMUNICATE…” just for the record.

]]> http://www.mpdailyfix.com/fear-strikes-us-out/comment-page-1/#comment-24278 Lewis Green Thu, 30 Nov 2006 13:32:15 +0000 http://www.mpdailyfix.com/fear-strikes-us-out/#comment-24278 Stephen and Maureen, You represent the kinds of professionals who can make it happen. Any corporation or client is lucky to have you. But are they able to recognize that fact? Stephen and Maureen,
You represent the kinds of professionals who can make it happen. Any corporation or client is lucky to have you. But are they able to recognize that fact?

]]> http://www.mpdailyfix.com/fear-strikes-us-out/comment-page-1/#comment-24277 Maureen Rogers Wed, 29 Nov 2006 23:37:58 +0000 http://www.mpdailyfix.com/fear-strikes-us-out/#comment-24277 "We confidently and assertively seek a seat at the planning and budget tables..." Lewis, I love it. As marketers "we should all hold this truth to be self-evident." Often we let ourselves get marginalized by those who define marketing as 'what happens at the end.' I.e., someone gives us a product and tells us to go flog it (and, while you're at it, make sure we get some cool t-shirts). Marketing should be integral to a company's overall process and in on "it" from the beginning. “We confidently and assertively seek a seat at the planning and budget tables…”
Lewis, I love it. As marketers “we should all hold this truth to be self-evident.” Often we let ourselves get marginalized by those who define marketing as ‘what happens at the end.’ I.e., someone gives us a product and tells us to go flog it (and, while you’re at it, make sure we get some cool t-shirts). Marketing should be integral to a company’s overall process and in on “it” from the beginning.

]]> http://www.mpdailyfix.com/fear-strikes-us-out/comment-page-1/#comment-24276 Stephen Denny Wed, 29 Nov 2006 00:10:19 +0000 http://www.mpdailyfix.com/fear-strikes-us-out/#comment-24276 Lewis: interesting points here. I've seen examples of both in my career and I'd rather be the one at the bottom of your story. Sometimes you're faced with CEO/CFO's who do not get marketing. Playing it safe (living in fear) never works. I think most of us -- at least in this thread -- agree that we're driven to do our best, most creative work regardless of our environments. We're wired that way. Sometimes it works, sometimes not. Sometimes you need to overcommunitate, and sometimes this doesn't even work. But I've never seen a success come out of playing it safe. Lewis: interesting points here. I’ve seen examples of both in my career and I’d rather be the one at the bottom of your story.
Sometimes you’re faced with CEO/CFO’s who do not get marketing. Playing it safe (living in fear) never works. I think most of us — at least in this thread — agree that we’re driven to do our best, most creative work regardless of our environments. We’re wired that way. Sometimes it works, sometimes not. Sometimes you need to overcommunitate, and sometimes this doesn’t even work.
But I’ve never seen a success come out of playing it safe.

]]> http://www.mpdailyfix.com/fear-strikes-us-out/comment-page-1/#comment-24275 Lewis Green Tue, 28 Nov 2006 18:16:01 +0000 http://www.mpdailyfix.com/fear-strikes-us-out/#comment-24275 Rob, I think you are right: Cultures are driven from the top. And if CEOs and other members of the executive team seek to meld innovation and best practices, they need to hire for those results. And when we hire for those results, we tend toward creative, self-actuating, risk-taking and independent people, who can also play team sports. Rob,
I think you are right: Cultures are driven from the top. And if CEOs and other members of the executive team seek to meld innovation and best practices, they need to hire for those results. And when we hire for those results, we tend toward creative, self-actuating, risk-taking and independent people, who can also play team sports.

]]> http://www.mpdailyfix.com/fear-strikes-us-out/comment-page-1/#comment-24274 Lewis Green Tue, 28 Nov 2006 17:09:15 +0000 http://www.mpdailyfix.com/fear-strikes-us-out/#comment-24274 Receptive minds opened to change, right? That's it! Hire for that kind of culture, and much of the heavy lifting internally is done. Receptive minds opened to change, right?
That’s it! Hire for that kind of culture, and much of the heavy lifting internally is done.

]]> http://www.mpdailyfix.com/fear-strikes-us-out/comment-page-1/#comment-24273 Rob Fields Tue, 28 Nov 2006 16:38:48 +0000 http://www.mpdailyfix.com/fear-strikes-us-out/#comment-24273 Another well-written piece, Lewis. You've managed to highlight a challenging situation. After all, no one sets out to underperform. So, while the key to change is not solely on the side of the CEO and CFO, as the previous comment notes, they do have a lot to do with the environment. It's tough to drive change when you're not getting rewarded or at least seeing that your colleagues or bosses support those efforts. The path, then, is to score some wins that everyone can agree are wins. From there, credibility is gained. At the very least you find yourself with a bit more latitude (rope?) in which you can move. . ;) Another well-written piece, Lewis.
You’ve managed to highlight a challenging situation. After all, no one sets out to underperform. So, while the key to change is not solely on the side of the CEO and CFO, as the previous comment notes, they do have a lot to do with the environment. It’s tough to drive change when you’re not getting rewarded or at least seeing that your colleagues or bosses support those efforts. The path, then, is to score some wins that everyone can agree are wins. From there, credibility is gained. At the very least you find yourself with a bit more latitude (rope?) in which you can move. .

]]> http://www.mpdailyfix.com/fear-strikes-us-out/comment-page-1/#comment-24272 mindblob Tue, 28 Nov 2006 15:32:15 +0000 http://www.mpdailyfix.com/fear-strikes-us-out/#comment-24272 Lewis, Brilliant demonstration that the key to change is not always only on CEO and CFO's side. I like it because it is positive and encouraging. So thank you for that, Lewis. This path could be suggested from both "bottom of pyramid to top management" OR "top management of pyramid to bottom". In either way, I think there is one other communication (not to say human) key : Receptive minds opened to change, right? Lewis,
Brilliant demonstration that the key to change is not always only on CEO and CFO’s side. I like it because it is positive and encouraging. So thank you for that, Lewis.
This path could be suggested from both “bottom of pyramid to top management” OR “top management of pyramid to bottom”.
In either way, I think there is one other communication (not to say human) key : Receptive minds opened to change, right?

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