Marketing en la era del cliente: El que te jedi siempre tiene la razón

Marketing in the Age of the Customer 

BY REBEKAH ILIFF

Want to stay relevant to customers now and in the future? Amp up your technology quotient.

If you think marketing to your customers these days is beyond difficult, it might be comforting to know that the chief marketers at giant-companies feel your pain.

At a recent CMO/CIO Summit hosted by Dell, moderators David Kirkpatrick (Editor, Techonomy) and Karen Quintos (CMO, Dell) chatted with marketing honchos from companies including Exxon, Forrester and Altimeter Group. The discussion was mainly interesting for its focus on data-driven marketing--or better yet, the collision of marketing and technology.

Those in the marketing world will tell you that data has long played a role in driving customer attention to a company. But these days, there's just so much data that the challenge is less about having the data and more about figuring out what the heck to do with it all. Also, understanding how to drum up business in the "Age of the Customer" necessarily requires fluid communication between marketing and tech departments.

In this vein, here are six tips I pulled from the forum:

1. Get social.
"I can't tell you that [Twitter] absolutely leads to revenue, but look at the velocity [of deals]. If the buying cycles are shorter, it's working," said Sheryl Pattek, an analyst at Forrester Research. She noted the struggle marketers have with social media in the business to business (B2B) world. "Eighty percent of leads now start with a referral. Those referrals often start on Twitter," she added.

2. Set an example.
Charlene Li, the founder of Altimeter Group, added: To truly be successful with social a company's leadership needs to buy in. "Ultimately the CEO has to embrace social, not just wave the red flag. They have to live it," she said.

3. Be collaborative.
To create a connected marketing campaign, IT needs to participate, said Mike Ludwig, WESCO's vice president of global marketing and sustainability. "Integrated marketing 100 percent depends on IT to implement their programs, so they have to communicate," he said.

Indeed, added Li: "IT has to be at that table."

4. Emphasize balance.
As data becomes ever more prominent for marketers and business owners, companies will shift more (not less) money and resources into these departments. "Right now, the spend is $1 for marketing and $4 for selling," said Rich Vancil, head of IDC's research and global outreach. "In the future it will be $2.50 for marketing and $2.50 for selling."

5. Prioritize speed.
Further, the pace of decision-making will pick up, which means budgets will need near-constant evaluations, noted Cory Treffiletti, senior vice president of marketing for BlueKai. "In the future, marketing budgets won't be set annually. [Data allows for] much more frequent analysis of what is and isn't working."

6. Keep customer centered.
Customers have always been central to business, but these days with social media at customers' fingertips, they're even more elemental. So, naturally, understanding them and where they come from in this "Age of the Customer" is key. Take the time to communicate and learn from customers. Then, make sure the entire organization is on the same page.

"The profile of the successful marketer going forward is someone who understands the data and also knows how to communicate with the customer. It has to be both," said Mona Charif, Dell's VP of marketing.

In the end, data means nothing without a human analysis and the insights strategic marketing brings. Yet capturing and securing the data in the most efficient way possible requires the expertise of a technically-driven mind.

The future isn't an "either-or," but "both-and."

Inc

Read more »

Que experiencia valiosa se saca de trabajar en un bar

6 Career Skills I Learned From Working At A Bar
EMILY NODINE, CONTRIBUTOR


Business Insider

David Silverman/Getty Images

I have a Master’s degree in Mechanical Engineering. After I finished my Master’s degree, I had a blatant lack of interest in trying to find a job in my field and a strong desire to "go nowhere in life," so I spent three years working in a bar. 

When this phase of my life ended I eventually convinced someone to hire me as an engineer despite the fact that I had what most professionals would consider to be a gaping hole on my resume. Strangely I’ve managed to make something of my life that my alumni association would not be ashamed of. In hindsight, I’ve realized that social skills and practical thinking trump technical skills in most corporate environments and that my time spent working in a bar has had a much larger impact on my career success than my anything I learned in grad school.

Here are some essential career skills that I learned in a bar:

1. Public speaking. In the bar I would routinely have to stand on the stage in front of 200 obnoxious drunk people to introduce the band, raffle off dumb prizes, or to announce the proud winner of the wet t-shirt contest.  Considering that most of my public speaking experience in the bar was done wearing little more than underwear, speaking in front of 200 people at a conference when I am fully clothed feels like a piece of cake.

2. Fail. And then keep going. I once dropped a tray of 8 beers directly onto a baby.  I was both mortified and afraid of being sued.  I also had 8 other tables that wanted beer, so I had no choice but to apologize and then keep going about my business like nothing had happened (and buy the baby’s parents dinner). The longer you focus on a failure before moving on, the more it will put you in the weeds.

3. Everybody is a nobody. The professional world has a hierarchy, but take everyone off the corporate ladder and put them in the bar and they are all just drunk dudes. When you take someone out of the corner office and take off the shiny suit, they instantly lose the intimidation factor. In the professional world, I no longer see status, and when you remove an obstacle from its pedestal, it is much easier to work with.

4. Work outside your comfort zone. I vividly recall nights when no matter how quickly we worked it felt like we made no dent on the angry mob of people who wanted drinks. In the moment, I never felt we would be able to satisfy the demand with the resources we had. But we did. Every time. Eventually I learned to just focus on the present, and work as quickly and as hard as possible until it was over. You will always make it through a seemingly impossible task if you focus on one thing at a time and do the absolute best that you can.

5. No job is too small. The bar staff is a team. There is a common goal that we all had to work towards together. I was the head bartender in my bar, but if we ran out of limes when the bar back was trying to get rid of the guy who was over served because the bouncer was already upstairs breaking up a catfight, it became my job to go in the back and cut limes. In the heat of the moment, job titles do not exist and you must step up to the plate to do whatever is needed to make sure your team succeeds.

6. Never show stress. When working in a bar it is common that you are in a complete internal panic of how overtasked you are. Customers have no interest in knowing how busy or stressed you are and only want to feel that they are being well taken care of and that everything is under control. Bosses and clients are the same way.  The more stressed you seem, the less capable you appear. Act and speak calmly thorough the duration of your internal panic attack.

Read more »

Ojo con el Logo...

The 15 Worst Corporate Logo Fails

LAURA STAMPLER AND AARON TAUBE

Business Insider

A few weeks ago, Business Insider counted down the 10 worst logo changes of 2013.

There was Yahoo's disappointingly minor change following a month's work of prospective new designs, and the bizarre, "hip" twist made by professional services giant Ernst & Young.

But while these changes were certainly unfortunate, they don't come anywhere near the completely ridiculous fails companies have made in the past.

We're talking about completely inappropriate stuff, like the London 2012 logo, which was accused of resembling everything from Nazi paraphernalia to Lisa Simpson performing oral sex. 

And that's just scratching the surface of our 15 worst corporate logo fails of all time.

London 2012 Logo

When London unveiled its £400,000 2012 logo design, the masses were unimpressed.

Some claimed that it looked like "some sort of comical sex act between The Simpsons." (Note the figure resembling Lisa Simpson).

Others opined that the logo resembled a swastika.

On the flip-side, Iran threatened to boycott the Olympics since they believed the logo spelled out "Zion."

Pick your poison, but the logo seemed to be a resounding fail.

Catholic Church's Archdiocesan Youth Commission

This was the 1973 logo for the Catholic Church's Archdiocesan Youth Commission.

Yeah.

Arlington Pediatric Center

Oh no, there's more?

Who's approving these logos?

Sun Rise Sushi

The concept is a sun rising behind a Japanese tea house.

The product is, well, less serene. 

(Via Sharkbite)

A-Style

If this logo seems like a company oversight, then think again.

A-Style very intentionally created this dirty (read: buzz worthy) design.

In fact, the logo even came before the product did. After the logo became a guerrilla marketing success, the company began selling T-shirts.

Vermont Maple Syrup

srwild.com

I never quite realized just how much the state of Vermont looks like a side profile of someone's legs and hindquarters until I saw the logo for the state's maple syrup offerings.

Sherwin Williams

Coca-Cola wanted to teach the world to sing.

Apparently Sherwin Williams wanted to cover the world in blood-red paint.

The sinister "cover the earth" logo was adopted in 1906.

Mont-Sat

Direct marketing aimed at those looking to order Skinemax, perhaps?

(Via DeMilked)

Kudawara Pharmacy

logotod.com

This is the logo once used by a Japanese pharmacy called Kudawara. It was supposed to be the letter K, but all we can make out is two stick figures.

Locum

Believe it or not, Locum is a Swedish property management company.

Gotta love the language barrier.

(Via BoredPanda)

Mama's Baking

Facebook/MamasBaking

Mama's Baking is a cafe in Greece with a major Oedipus complex.

Kids Exchange

Proper punctuation should always be encouraged.

The Computer Doctors

The Computer Doctors claim to fix your computer.

You have to go somewhere else to fix your leaky genitalia. 

(Via Listverse)

Sausages?

This one is self-explanatory.

(Via Ranqit)

Junior Jazz Dance Class

This one is more tricky.

Focus on the dancing children to see what makes the logo inappropriate.

(Via DeMilked)

Read more: http://www.businessinsider.com/the-15-worst-corporate-logo-fails-2014-1?op=1#ixzz2qHmijMAA

Read more »

24 formas de liderazgo alrededor del Mundo

24 Charts Of Leadership Styles Around The World

Business Insider

Different cultures can have radically different leadership styles, and international organizations would do well to understand them.

British linguist Richard D. Lewis charted these differences in his book "When Cultures Collide," first published in 1996 and now in its third edition, and he teaches these insights in seminars with major corporate clients.

From structured individualism in the U.S. to ringi-sho consensus in Japan, the charts seem intuitively correct, if not unilaterally true across a country.

Lewis acknowledges the risks of dealing in stereotypes: "Determining national characteristics is treading a minefield of inaccurate assessment and surprising exception. There is, however, such a thing as a national norm."

He argues that these patterns won't change any time soon: "Even in countries where political and economic change is currently rapid or sweeping, deeply rooted attitudes and beliefs will resist a sudden transformation of values when pressured by reformists, governments or multinational conglomerates."

With permission from the author, we are posting 24 charts of leadership styles from his book, with a brief summary of his comments about each below:




British managers are diplomatic, casual, helpful, willing to compromise, and seeking to be fair, though they can be ruthless when necessary. Unfortunately, their adherence to tradition can result in a failure to comprehend differing values in others.
American managers are assertive, aggressive, goal and action oriented, confident, vigorous, optimistic, and ready for change. They are capable of teamwork and corporate spirit, but they value individual freedom and their first interest is furthering their own career.

French managers tend to be autocratic and paternalistic, with an impressive grasp of the many issues facing their company. Opinions of experienced middle managers and technical staff may be dismissed.

Swedish management is decentralized and democratic. The rationale is that better informed employees are more motivated and perform better. The drawback is that decisions can be delayed.

German managers strive to create a perfect system. There is a clear chain of command in each department and information and instructions are passed down from the top. Nonetheless, considerable value is placed on consensus.

East Asian countries tend to have a Confucian hierarchy, where the group is sacred and leaders are seen as benevolent.

In Latin and Arab countries, authority is concentrated in the chief executive, and family relations are very important, with ubiquitous nepotism.

Under the auspices of an autocratic government, Indonesia's business leadership is often entrusted to a resident Chinese professional class.

Leadership in the Netherlands is based on merit, competence, and achievement. Managers are vigorous and decisive, but consensus is mandatory, as there are many key players in the decision-making process.

Japanese top executives have great power in conformity with Confucian hierarchy but actually have little involvement in the everyday affairs of the company.

Efforts made by Russian managers to promote business through official channels may founder on the rocks of bureaucracy and Russian apathy. Using key people and personal alliances, the “system” is often bypassed and a good result achieved.

Australian managers, like Swedes, must sit in the ring with the “mates.” From this position, once it is accepted that they will not pull rank, they actually exert much more influence than their Swedish counterparts, as the semi-Americanized nature of Australian business requires quick thinking and rapid decision making.

Finnish leaders exercise control from a position just outside and above the ring of middle managers, who are allowed to make day-today decisions. Finnish top executives have the reputation of being decisive at crunch time and do not hesitate to stand shoulder to shoulder with staff and help out in crises.

Spanish leaders, like French, are autocratic and charismatic. Unlike the French, they work less from logic than from intuition, and pride themselves on their personal influence on all their staff members.

Nepotism is also rife in traditional Indian companies. Family members hold key positions and work in close unison. Policy is also dictated by the trade group, e.g. fruit merchants, jewelers, etc. These groups work in concert, often develop close personal relations and come to each other’s support in difficult times.

In democratic Norway, the boss is very much in the center of things, and staff enjoy access to him or her most of the time. Middle managers’ opinions are heard and acted upon in egalitarian fashion, but top executives rarely abandon responsibility and accountability.

The older generation of Lithuanian managers has not completely freed themselves of bureaucratic habits from Soviet times, but young leadership is developing a more dynamic style, with Nordic encouragement.

Despite external pressures, the Polish retain many traditional romantic values. However, meritocracy increasingly dominates advancement in place of aristocracy.

Consensus is generally highly valued in China. In companies controlled by the state, a leadership group will decide policy. In the developing expansion of capitalist-style companies, leaders are emerging with reputations of competence; also, locally elected officials are becoming influential in the business sphere and may have only loose ties with Beijing.

Lacking an aristocracy, Israeli society attaches importance to achievement and dynamism when looking for leadership.

Traditionally, many Black South African societies were based on clans and lineages. This type of leadership still exists, but economic change, when South Africa became part of the total worldwide system of economic production and exchange, has weakened clan and tribal influence.

Turkish managers are still influenced by the tenets of Kemal Ataturk. A democratic republic is partially supported by the army, in a delicate balance with Islamic Fundamentalists.

Estonians are very individualistic. Status is gained by achievement, decisiveness, and energy.

Similar to Estonians, Latvians are individualistic. Everybody wants to be not so much a leader, but a manager in his or her own right. However, there is a tendency to respect firm, confident, knowledgeable leadership.

Read more »

10 consejos para gestionar tu tiempo

Sorprendente 10 Consejos para el éxito de ventas increíble Guru Tom Hopkins 
POR KEVIN DAUM

¿Necesita un empujón hacia el éxito ? Tom Hopkins ha estado entrenando a los ganadores durante casi 40 años. Aquí están sus 10 consejos infalibles .
313 ACCIONES | COMPARTE ESTE ARTICULO
En una columna reciente , me encontré citando a un hombre que conocí hace casi 30 años. Yo no sólo tiene que utilizar una de sus citas , en realidad , me di cuenta de que le he estado citando regularmente sin siquiera pensar en ello . Ese hombre es Tom Hopkins, autor de más de 20 libros, entre ellos La venta For Dummies.

Hopkins ha estado ayudando a la gente de ventas y ejecutivos a alcanzar el éxito por más de casi 4 décadas y sus consejos nunca envejece . Tuve la suerte de sentarse en una conversación personal con Tom rara la semana pasada y conseguir que comparten sus puntos de vista. Hablamos de que las acciones de éxito parecen sorprender a la gente más. Estuvimos de acuerdo en que se trataba de 10 de los consejos más eficaces :

1 . Asegure su tiempo. El tiempo es precioso - sólo 86.400 segundos en un día. La gente media gastan la mayor parte de esos segundos en formas improductivas o poco gratificantes . La gente exitosa administrar su tiempo de manera eficiente. Ellos son conscientes de cómo lo gastan y tomar decisiones conscientes para usarlo sabiamente si quieren trabajar , relajarse o regenerar con la familia .

2 . Tener una declaración de misión personal. Hopkins tiene su declaración de misión personal en su escritorio : Debo hacer lo más productiva posible en cada momento dado . La mía está salpicada a través de mi escrito publicado : Inspirar a la gente a perseguir la experiencia impresionante. La gente exitosa identificar de qué se trata y tomar sus decisiones en consecuencia.

3 . Pase 5 minutos al día de priorización . Sin priorización , es difícil ser eficiente y productivo. Hopkins sugiere tomar 5 minutos al final de cada día para sentarse, evaluar y elegir las 5 o 6 prioridades de mañana para que pueda comenzar con claridad. La gente exitosa no malgasten esfuerzo y energía en cuestiones sin importancia.

4 . Rodéate de personas con ideas afines . La riqueza , el estatus y los logros tienen sus propias recompensas , pero el mayor éxito a alcanzar , el más solitario que pueden llegar a ser , ya que otros ya no pueden sentirse cómodos o relacionarse con su estilo de vida. Las personas exitosas son cuidadosos con quien comparte su tiempo . Buscan personas con una perspectiva parecida , que pueden ayudar a crecer emocional y espiritualmente.

5 . Ser un especialista en seguimiento. Mucha gente habla de un buen juego y luego no cumplen. A veces la causa es la hipocresía ya veces es simplemente ser descuidado y descuidado. Las personas exitosas hacen lo que dicen que van a hacer , y que prestan mucha atención a los detalles por lo que los pequeños problemas no se descuidan y se convierten en grandes catástrofes .

6 . Tome el mejor del pasado para crear el futuro . El mundo está lleno de brillantes nuevos juguetes y métodos. Es fácil para la humanidad se pierda en la ostentación y el glamour de la tecnología moderna. La gente exitosa se ​​abrazan herramientas modernas para la eficiencia y la comunicación siguen utilizando métodos tradicionales y poco comunes como las conexiones de las notas de agradecimiento escritas a mano para mejorar .

7 . No seas un lemming . Si siempre se dirigen en la misma dirección que los demás , es posible avanzar, pero vas a tener poco control de su destino . Las personas exitosas figuran a menudo lo hace todo el mundo sólo para hacer lo contrario , lo que muchas veces los pone por delante del resto .

8 . Mantener una piel gruesa por el rechazo . Para muchos cada uno no es como dar un puñetazo en el estómago o una bofetada en la cara. La manera de levantarse y seguir adelante es recordar que es sólo negocio. Las personas exitosas saben que la clave para conseguir unos "sí " brillantes de la vida es para hacer frente de manera positiva con los muchos "no" que obtiene en el camino a su recepción.

9 . Haga que otros se sientan importantes . El mayor deseo de la mayoría de la gente hoy en día es el reconocimiento. Desafortunadamente, muchas personas están tan estrechamente enfocados en su propia situación y problemas que son ignorantes a las necesidades de los demás. Las personas exitosas reconocen , apoyar y animar a otros en su viaje , lo que eleva la sinergia , la energía y la satisfacción de todos los involucrados.

10 . Esfuércese por más. Filosofía general de Tom Hopkin para el éxito puede ser el mejor resumen de su compromiso sobre la manera de vivir la vida :

" Me comprometo a aprender más ,
así Voy a servir más ,
por lo tanto voy a construir más ,
así que voy a ganar más ,
por lo tanto voy a ahorrar más ,
por lo tanto voy a ser capaz de bendecir a otros , dando más " .

Gracias por bendecirnos con tu sabiduría Tom ti.

Inc

Read more »

Los juegos sociales atraen a otros jugadores: Por qué?

Las fuerzas motrices reales detrás de los juegos sociales de hardcore



VentureBeat

El desarrollo de un gran juego de estrategia social hardcore- libre -to-play , no es fácil . Tiene que apelar a un público con experiencia que sabe lo que quiere , además de administrar a permanecer constantemente bastante divertido para atraer a los jugadores de vuelta cada día durante meses (o incluso años ) en extremo. Entonces, ¿cómo hacer esto ? ¿Cómo se mantiene viva y atractiva para que durante mucho tiempo un juego? Al final, lo que mantendrá a sus jugadores volviendo día tras día?

Gran parte del éxito de los títulos de estrategia del hardcore se debe a la forma en que los desarrolladores se acercan a estas preguntas , que pueden ser reducidas en cuatro elementos fundamentales: que emplean una estructura de juego de "mundo abierto" , el mantenimiento de un formato en tiempo real persistente, utilizando una narrativa abierta para entornos de juego , y - más importante - el aprovechamiento de los aspectos sociales del juego para fomentar una comunidad de jugadores muy comprometidos.

Plarium total dominación es una gran world.Plarium
Plarium Dominación total cuenta con un gran mundo.

Estructura de Mundo Abierto mantiene la diversión

Un " mundo abierto " en un contexto de juego social significa más o menos lo que hace en todas partes - que después de aprender las reglas básicas , usted es libre de aventurarse en cualquier dirección y proceder a través de muchas características del juego de cualquier manera que usted elija.

Usted puede agregar sus propios giros a esto. Por ejemplo , puede agregar un fuerte énfasis en el juego cooperativo. De esta manera , los jugadores en colaboración puede experimentar y empujar los límites del mundo . Además, consideramos que lanza nuevas herramientas y funciones para la gente para jugar con - si el mundo se pone rancio , añadimos nuevas formas para que los jugadores trabajen en ella. Mediante la eliminación de las limitaciones , se permite a los jugadores tomar posesión del juego y ganas de probar cosas nuevas.

Los beneficios reales de juego en tiempo real

La dinámica en tiempo real de los juegos sociales de hardcore crean un entorno que cambia constantemente mientras que los jugadores están fuera. Mientras has estado durmiendo o en el trabajo , los nuevos jugadores se unen a , formar nuevos clanes , y el equilibrio de poder se ha desplazado . Esto sucede sobre una base diaria . Este aspecto en tiempo real - en combinación con el alto nivel de jugabilidad sociales - a menudo resulta en la elección de los jugadores para hacer los juegos , una gran parte de sus vidas reales. Esta es una parte importante de lo que trae jugadores de vuelta - de ver lo que se perdieron cada vez que vienen en línea y el conocimiento de que se está perdiendo en la acción , mientras que fuera .

Enfoque de Narrativa fomenta comunidad

Estrategia en tiempo real Social (RTS ) juegos , todos tienen sus raíces en títulos de PC clásico, que en su mayoría tenían tres modos de juego : Campaña , jugador contra la IA , y Multijugador . En multijugador masivo de estrategia en tiempo real en línea ( MMORTS ) Juegos , que hace que sea mucho más atractivo para los jugadores cuando se puede encontrar una manera de combinar los tres en una sola experiencia de juego . Esto da lugar a juegos de ser no sólo en tiempo real , sino también persistente ( es decir, el mundo nunca se restablece o se detuvo, y un jugador se ha comprometido a jugar a cabo las decisiones que ellos hacen ) .

Esto presenta algunos desafíos únicos en términos de narrativa. Los nuevos jugadores que vienen tienen que ser capaces de pasar fácilmente en mitad de camino a través de una narración interminable juego en curso. No hay un centro para el arco de la historia o de la conclusión .

Una forma de evitar esto es poner a los jugadores en una gran escala , principales establecidos pieza . El relato sirve principalmente como un fondo y el ajuste en el contexto de un conflicto más amplio "global" . De esa manera , no hay "no hacer esto, haz aquello " progresión historia lineal necesaria para moverse a través del juego . Algunos jugadores son realmente invertidos en la historia, pero muchos jugadores hardcore no se preocupan por ello más allá de la forma en que da cuerpo a la creación - y eso está bien . Pueden sumergirse aún más en el mundo , si quieren a través de misiones secundarias y contenidos , sino que opte por no hacerlo no sancionarlos en términos del modo de juego real . La narrativa de fondo es lo que hace a cada tema del juego juntos - fuera de eso, los jugadores tienen la libertad de escoger y elegir .

El siguiente paso es agregar más ramas de la misión con sus propias líneas argumentales más pequeños que existen en el mundo más grande. A medida que el jugador progresa , las recompensas se hacen más grandes , que obtienen más puntos XP y tener acceso a los artefactos especiales de juego que no pueden obtener de otra forma . Esto es realmente añadiendo una narrativa a un mecánico existente, pero las otras opciones, podemos ofrecer a los jugadores , mejor.

Dominación total te permite jugar con un montón de otras friends.Plarium

Puedes jugar con un montón de otros amigos en total Dominación .

Juego social tiene que atraer a que los jugadores entren

No es gran sorpresa aquí , pero este es el único sorteo más importante del hardcore social. Una de las pocas cosas que los jugadores están de acuerdo es que, en definitiva , el aspecto del juego social es lo que los trae de vuelta más que cualquier otra cosa . Una vez que los jugadores unirse a un clan o equipo en el juego , la conexión puede ser increíblemente fuerte - a menudo resulta en relaciones muy reales . Los jugadores han encontrado el amor , los grupos de pares altamente organizados , amistades largas distancias significativas , y comenzaron las rivalidades de varios años - algo que sólo es posible a través de la los juegos de alto nivel de compromiso diario a largo plazo .

Una de nuestras historias favoritas es acerca de dos jugadores - llamémosles Michelle y Steve . Michelle y Steve fueron los jugadores de toda la vida en dos clanes diferentes . Uno de los miembros del clan de Steve se había roto una tregua con el clan de Michelle , y Steve y Michelle se encargaron de negociar una solución diplomática. Varios meses después, Steve envió Michelle una felicitación de Navidad , y, finalmente, terminó en el mismo clan . Con el tiempo, el juego se trasladó a la conversación chat de Facebook , a continuación, Skype, y finalmente una verdadera meetup mundo . Hace seis meses , nos contactaron para hacernos saber que ahora están felizmente comprometidos.

En las comunidades de juego, los jugadores dentro de los grandes clanes se organizan regularmente sus propias reuniones en hoteles o restaurantes. Otras veces , los jugadores utilizan el juego para conectarse con amigos y familiares en todo el mundo . Los ejemplos siguen y siguen , pero es que estos jugadores muy sociales que ven el juego como "suyo " y que permanecen leales a un partido después de dos o más años de jugarlo.

Konstantin Sashchuk de Plarium.Plarium

Read more »

Uso de Facebook por país

This is how many people in your country use Facebook

By Leo Mirani @lmirani 

Facebook is pleased with its growth on mobile devices, especially outside the US, and it wants everybody to know. It recently sent out a publication to its advertisers which breaks down user numbers by country for the first time, and includes a wealth of data about daily and monthly users as well as those who access the service from mobile devices. TechCrunch has the details as well as the full publication, but we’ve broken down some of the key numbers into this chart.



According to Facebook, these numbers represent remarkable penetration. In the UK, for instance, the company says it reaches 69% of all internet users (slide 12 of Facebook’s publication). It bases this percentage on data about internet usage from eMarketer, a research firm. We recalculated the figure using data on internet usage from the World Bank’s DataBank and got a slightly lower figure, with 61% of all UK internet users accessing Facebook in the past month; the proportions in other countries likewise look a bit lower than Facebook claims. However, without a peek at Facebook’s and eMarketer’s original data it is impossible to tell whether these numbers are comparable.


Either way, the numbers are impressive, as are the proportions of people using Facebook on mobile. What’s more, its user base continues to grow (pdf, pp. 3-4).

Quartz

Read more »

La inercia que impide el cambio

If You Want to Change, Don’t Read This

by Tomas Chamorro-Premuzic

There is a great scene in Godfather 2 where Kay (Diane Keaton) complains to husband Michael Corleone (Al Pacino) about his unfulfilled promise to make his business fully legit and quit being a mafioso. Michael responds that he is still working on it, reassuring Kay emphatically: “I’ll change, I’ll change — I’ve learned that I have the strength to change.”

Although most of us aren’t part of the mafia, we are still a bit like Michael Corleone in that we overestimate our capacity for change. In theory everyone can change, but in practice most people don’t… except for some well-documented changes that affect most of us.

For example, most people display antisocial tendencies during adolescence and slower thinking inlate adulthood, but these changes are by no means indicative of a psychological metamorphosis. Rather, they are akin to common lifespan changes in physical traits, such as gains or drops in height during childhood and late adulthood, respectively — they occur to everyone. Likewise, there are typical changes in personality, even within 5-year periods. A seminal review showed that we become more prudent, emotionally stable, and assertive with age, while our energy and intellectual curiosity dwindle after adolescence. In other words, as we grow older we become more calm and mature, but also more passive and narrow-minded.

A more interesting question is whether categorical changes are feasible. Can someone be extremely introverted at certain age, but super outgoing at another? Can someone transition from being a self-centred narcissist to being a caring and giving soul? Or from being exceptionally smart to being incredibly stupid?

On the one hand, there is no shortage of famous case studies to illustrate radical transformations in people’s reputation (their public persona). Sometimes these changes — like Miley Cyrus’s transformation from innocent Disney star to tongue-wielding twerker — seem more like carefully planned PR campaigns than true psychological journeys. But others do make us wonder if there’s something deeper going on inside. Bill Gates started as a stereotypical computer nerd, then turned into a talented entrepreneur, then morphed into a ruthless empire-builder, and then became the most charitable person on earth, giving away most of his — and his friends’ — wealth. The late Nelson Mandela, perhaps the least disputed moral figure of our times, had an arrogant, aggressive, and antisocial youth before inspiring everyone with his path of nonviolent resistance.

And yet scientific studies indicate that categorical changes in character are unusual. When there is change, it usually represents an amplification of our character. In other words, even when our patterns of change are unique, they are predictable: we simply become a more exaggerated version of ourselves. This happens in three different ways. First, we tend to interpret events according to our own personal biases, which only reinforces those biases. For instance, pessimists perceive ambivalent feedback as criticism, which, in turn, enhances their pessimism over time; the opposite happens with optimists. Second, we gravitate towards environments that are congruent with our own default attitudes and values. Hedonists seek pleasure and fun-loving people, which, in turn, makes them even more hedonistic. Aggressive people crave conflict and combat, which only augments their aggression. Altruists hang out with caring people and spend time helping others, which enhances their empathy and reinforces their selflessness. Third, our reputation does truly precede us: others (including strangers and acquaintances) make unconscious inferences about our character in order to explain our behavior and predict what we may do next. These intuitive evaluations may be inaccurate, but they are still self-fulfilling. With time, we morph into the person others think we are; their prejudiced and fantasized representation of us turns real and becomes ingrained in our identity. Reputation really is fate.

As a consequence, deliberate attempts to change are far less effective than we like to think, which is why most New Year’s resolutions are never accomplished — and why our long-term happiness levels are fairly constant and relatively immune to extreme life events (whether it is a painful divorce or the joys of winning the lottery).

Needless to say, some people are more capable of changing than others. Ironically, those individuals tend to be more pessimistic about their very chances of changing. Indeed, neurotic, introverted and insecure people are more likely to change, whereas highly adjusted and resilient individuals are less changeable. Likewise, optimism breeds overconfidence and hinders change by perpetuating false hopes and unrealistic expectations.

So, how can we change? The recipe for self-change is fairly straightforward — it is just hard to implement. In order to change, we need to start by building self-awareness, which is best achieved by obtaining (and believing) honest and critical feedback from others. Next, we must come up with a realistic strategy that focuses on attainable goals, such as changing a few specific behaviors (e.g., more eye contact, less shouting, more smiling, etc.) rather than substantial aspects of our personality (e.g., interpersonal sensitivity, empathy, and sociability). Finally, we will need an enormous amount of effort and dedication in order to both attain and maintain any desired changes — or we will quickly revert to our old habits. In short, change requires self-critical insight, humble goals, and indefatigable persistence. It means going against our nature and demands extraordinary levels of willpower.

So think carefully before you promise to change. And if you have tried to change and failed — well, you’ve got lots of company.

Harvard Business Review

Read more »

6 formas en que el trabajo en equipo falla

6 Surprising Ways Teams Fail 

BY THE BUILD NETWORK STAFF

Some of the dysfunctions you have to avoid.

Patrick Lencioni has written a bible on why teams fail (The Five Dysfunctions of a Team: ALeadership Fable), and the book is wildly popular: Of its 670 reviews on Amazon.com, a whopping 602 awarded four or five stars.

Naturally, many consultants appreciate this book. And one of them--Deborah Mackin of New Directions Consulting in North Bennington, Vt.--has even developed a list of six additional dysfunctions, complementing Lencioni's five (absence of trust, fear of conflict, lack of commitment, avoidance of accountability, and inattention to results).

Here's Mackin's list:

1. Wanting team-based results without constructing a team-based structure."What does a team-based structure look like?" she asks. "There is a gelling that happens when teams define their own goals and approach, pitch in to share roles and responsibilities, commit to core values and beliefs that reinforce the importance of every member, and demonstrate a willingness to hold each other accountable for results."

2. Overestimating the importance of the task focus and underestimating process and relationship. "In any team functioning, there are actually three things going on: task/content, processes and relationships. When project teams or cross-functional teams are formed, the emphasis is too often put on getting the tasks done (the 'what') and not enough attention is paid to the 'how.' As a consequence, the team never discusses how they'll communicate, run their meetings, make decisions, solve problems, or assign responsibilities."

3. The culture doesn't really encourage collaboration and cooperation."Sometimes, people will ask us to come in and do a half-day workshop on team-building. Exactly what can be accomplished in 3.5 hours that will significantly change behaviors that have existed and been tolerated in organizations for years?"

4. Still believing in the 'lone star' myth. "Despite the fact that we know the world is getting increasingly complicated and change is happening at the speed of light, we persist in believing we can do it better ourselves."

5. Neglecting the talent pool that resides in a team. "When we ask people in training if they feel that their organization taps into all their skills and experiences, no one raises his or her hand. So much knowledge is getting left on the table. Without a process for scanning the skills existing in the team, too many members simply show up to meetings and contribute only when solicited. They bring a functional mentality that limits contribution to those things that closely align with their job description. We have yet to figure out in organizations how to extract the sum total of talent on a team."

6. Insufficient training prior to launching the team's work. "Start-up teams need to be trained in the definition of a team, the behaviors associated with high performance teams, how to structure the team's meetings and processes, how to resolve conflicts and personality differences, when and how to use consensus, and how to share roles and responsibilities. The list goes on and on. Our modern culture does not teach these competencies as a matter of course. As a consequence, when a team experiences the first member who is bossy or doesn't pull his/her weight, no one knows what to do, other than talking behind the person's back or acting out in passive-aggressive behaviors."

Inc.com

Read more »

Tips de liderazgo para 2014

¿Quieres ser un mejor líder? Intente esto en 2014
BY MARC BARROS
Recargar su mente, cuerpo y alma, y ​​2014 será su mejor año.

How often do you find yourself complaining about being exhausted?

Almost every entrepreneur falls into the pattern of not getting enough sleep, working too hard, and not exercising, even though these things are scientifically proven to make you happier. Instead we come up with excuses for why we don't have the time for what matters.

When I was CEO of Contour Cameras, I was doing the same thing. Despite having a healthy foundation as a former National Collegiate Association athlete, I was running myself into the ground. My family received the brunt of the neglect, while my body took the rest. It got so bad that if I didn't feel exhausted, I worried I wasn't working hard enough.

Unfortunately, the only thing that stopped this downward spiral was getting fired from my own company. It was only then that I realized taking care of my family and personal health was more important than all the rest.

Most leaders forget that their lifestyle sets the precedent for their company's culture. If you value quantity over quality, your team over family, or work over everything else, your team is going to feel stressed and deliver unimaginative work.

So as you think about the next year, I challenge you to make it one when you refuel and find your way back to the passionate, high energy entrepreneur your team once knew.

This transition won't be easy, but there are a few things you can work on everyday to be a happier leader in 2014.

Silence Your Phone

When you get home, unplug--especially during dinner and family time. Your significant other will notice because you won't constantly be checking your pocket and actually show up for the conversation.

If this sounds like too much, you can work up to it by putting your phone on vibrate, turning off updates, and leaving it at your desk during meetings. Being able to disconnect on command will help you get over the anxiety that no one can reach you all night.

Hit the Gym

Every week you should exercise most days. Yes, it does require to you schedule this on your calendar, but it can--and should--be done. If you have to wake up early, go to bed an hour earlier. If you're going after work, bring your workout clothes with you. And if you're on the road, wake up early to run a short circuit in your hotel room.

Be Vulnerable

The best leaders are incredibly vulnerable. They are willing to share their deepest fears, show their emotions, and tell stories that go well beyond the company to their heart.

You can practice this every day by writing a thoughtful sentence about how something made you feel in an email, or responding with something deeper than just "fine" when someone asks how you're doing. Learn to pause when you address large groups of people so you get comfortable with silence.

If you need more practice, try taking an improv comedy or theatre class that forces you to get up in front of random people. It's not enough to discuss work topics; you have to get to the point where you won't get nervous every time it's your turn to speak.

Get More Rest

This is by far the most neglected aspect of any entrepreneur's life, despite being among the most important. Buffer wrote a great piece about why taking naps and having a consistent sleep pattern matters. I suggest you read up on it.

Travel

A lot of us became entrepreneurs because of the freedom in lifestyle. But once we started running a company, we chose to work constantly. It may be agonizing to walk away from your office, but taking vacations is healthy for you and everyone in your life.

Weekends and three-day holidays don't count. Try taking at least a two week vacation in 2014, when you don't check email or make phone calls. If your team can't execute without you, your leadership is broken.

Remember, when you look back on your life, the stories you tell will be about your adventures--not the time spent in front of a laptop.

Find Things That Inspire You

If you want to inspire others, you've got to inspire yourself. This is hard to do when you're sitting behind a desk all day, thinking about business. But inspiration can come in any form. I personally find it through reading, writing, discovering pictures, and traveling.

Each day, try to find something small that you're inspired to share with your family or team.

Find a Mentor

Almost every leader neglects his or her own personal development. It's easy to value the hiring of topic experts, but of greatest value to the company is your strength as a leader.

I like to think of business leaders as athletes. Peyton Manning didn't become the best quarterback in the world without amazing coaches, a training regimen, and countless hours of hard work--and neither will you without the right support.

If you can't afford a coach, find a mentor you can visit on a regular basis. Ideally, you want someone you personally like who has experience leading people and some understanding of your business.

Inc

Read more »