A person’s social media interactions and presence, in most cases, can rival that of their actual connections in meatspace. Online social networking has become a no-brainer in the 21st century that everyone is expected to have an account or two on any of the leading platforms. Nowadays, the line of communication between two people is controlled by social media. It might be crippling not to have one, even as an ordinary user.
Any small business can benefit a lot from this eventuality if the owner knows how to manage and deal with social networking. One should have asked themselves by now why the business doesn’t have an online presence. Almost all entrepreneurial experts have advocated the use of different platforms to boost sales, manage customer interaction and support, test products, and perform other processes that were originally done through many different channels. Small business owners must recognize its potential as a great marketing tool.
Before one raises queries about what sites to sign up for or how many, there are more basic considerations to mull over. The platform one would need for the business would depend on the overall plan or strategy, what kind of product will be sold, or who the target customers are. The owner is expected to define the needs of the business and maximize the different capabilities and idiosyncratic characteristics of each social networking site to achieve the goals.
So, that means one should familiarize himself with the functions, limitations, and demographic profile of each site. It is not enough to have accounts on Facebook, Twitter, Pinterest, and Instagram. One must know what’s good and efficient for photo uploads, for example, or which customers go where and for what products.
Dougherty Marketing has helped hundreds of households and entrepreneurs in reaching financial stability and security. For similar updates on the company’s success story, visit its official website.
It has been said for many times already, “Leadership is influence.” It goes against the concept of leadership as a “command and control” position wherein members are coerced into complying with what management is telling them. An influential leader would rather win the support of his people and inspire collaborative action. And in the current work environment, being this kind of a leader has proven to produce better and stronger results.
Take these two types of leaders, for example.
One is a leader who involves his team in the problem-solving and decision-making processes. Members are given responsibilities and tasks that contribute to the team’s principal goals and objectives. What the leader does is have these members report to him and make sure they meet deadlines.
The second is a leader who has an entirely different approach. Instead of getting inputs from his followers, he makes the decisions himself. These followers merely obey the orders and do not carry a heavier role.
While the second approach works for the most part, it is not sustainable in today’s business environment, because employees are treated as akin to a slave or servant. There should be a conscious effort for leaders to engage their employees, and the only way to accomplish that is to become a person of influence, and not just a person of authority.
For Brian Dougherty and his wife, Jenny, those who want to succeed in business should make efforts to improve not just their entrepreneurial skills, but also their leadership competencies. The couple offers mentorship and training through their company, Dougherty Marketing. Learn more about it by visiting this website.
A common question young entrepreneurs ask marketing strategists is, “how do I become better?” Leadership mentors often have their personal opinions about the topic. Truthfully, there are many ways to improve one’s self. However, an oft-forgotten topic is the characteristics that make a successful entrepreneur. Listed below are a few surprising ones that are needed to attain a great business career.
Is comfortable admitting that they do not know things: It is a misconception that the best entrepreneurs know everything. Leadership trainers constantly remind their clients that it is not only okay to admit they don’t know everything, but also incredibly helpful. The most successful entrepreneurs can identify their weaknesses and then take the steps to correct them. Openly admitting knowledge gaps also opens the entrepreneur to other opportunities.
Willingness to be cautious: Again, entrepreneurs do not have to be typical go-getters. It is okay to be a little cautious and to plan ahead. Note that there is a fine but distinct line that separates caution and fear. The successful entrepreneur can tell the difference between the two and find the correct balance.
Focusing on relationships: Not everything is about sales — and the best entrepreneurs place a lot of their stock on building personal relationships. Business owners understand that these relationships will not only provide information and support but can, eventually, lead to sales. Remember that a repeat client base is essential to a growing business.
The ability to say no: Perhaps because of popular media, but it is not true that entrepreneurs say yes to every opportunity. Sometimes the best decisions are those that require a little forethought. It can be a little intimidating to say no to an opportunity, but entrepreneurs need to understand that not every risk is a prize — sometimes risks are really risks.
The most recommended advice, however, is to seek the knowledge and expertise of a trusted mentor.
Since 2001, Dougherty Marketing in North Carolina has been helping clients become their best through their training services. To learn more about them, follow this blog.
Fulfilled goals are a sign of success. In managing a small business, goal setting is a way to track progress and direction. Unfortunately, many businesses have been so used to setting goals that are unattainable and could lead to discouragement. To put an entrepreneur and their team’s perspective on the right track, here are some tips for effective goal setting:
Determine long-term and short-term goals.
Setting a timeline for goals is important. In order to keep the team on their toes, the key is to decide which of the goals are for the long haul and which ones should be achieved in the next weeks or months. Differentiating will help the team focus on the task at hand while planning in advance for the not-so-urgent ones.
Set SMART goals.
The acronym SMART stands for specific, measurable, attainable, relevant, and time-based. Having this guide in mind will help in sorting which goals are really worth pursuing. It might take more time to list the goals, but the team will have a better idea on how they’ll work to achieve it.
Have accountability meetings dedicated to setting new goals and tracking the team’s progress.
Transparency is important in accomplishing goals. Instead of having a quarterly or a yearly goal setting meeting, why not make the gatherings more frequent? It doesn’t have to be long. The purpose is to track the business’ progress with the rest of the team. When some goals no longer fit the bigger scheme of things, the group can deliberate on whether or not to keep at it. When the team hits a target, this is also a good place to announce and celebrate it.
Keeping track of progress is important to gauge the growth of a business. When teams know their aim, they’ll have better chances of hitting it.
People tend to form glamorous visions of success in their heads. The power suits, corner offices, corporate luxuries, the fame. While it’s not wrong to aspire for such, they shouldn’t form an obsession. Stereotypes of success distract from the actual legwork in getting there.
Part of that legwork is getting a feel of the ground. The most compelling success stories are truly bottom-up. Think of a startup founder toiling away in his or her garage, building an online platform for a target market with minimal resources at his or her disposal. Or a CEO who started as a sales professional then progressed up the ladder through sheer hard work and loyalty. There are countless examples out there, and people must not be cynical about hard work when they hear stories of nepotism in the office or when they are bogged down by workplace politics.
Success is really just a benchmark for having created or done something for the benefit of others, whether a target market, a community, or simply the general public. Its key component is service, whether in the form of time, knowledge, or resources. And while recognition from others should not be the primary goal, service gets a person in touch with others, hence setting off a culture and base of cooperation and assistance in the achievement of personal goals.
The character-forming training that is service should not be calculated. Ergo, service must not be used as a way to the top. It should be practiced for what it really is — an opportunity for skills development and socialization.
Dougherty Marketing excels in helping people create other opportunities for success through mentorship and coaching. Get more insights about success through the company’s official website.