Sunday, December 26, 2010

Five Ways to Take Charge of Your Own Networking

 BNI´s Founder and Chairman, Ivan Misner has been speaking and writting about networking for a very long time. He also supports the CNO - Chief Networking Officer concept as stated in this recent article below.

Among large companies -- take Google and HP, for instance -- there's a trend to create a new executive-level role called Chief Networking Officer. Some businesses call the role Community Manager.

Whatever you choose to call it, the CNO is the person who handles business networking and community-related activities, and the responsibilities range from developing word-of-mouth campaigns to referral-generation strategies. Other roles of the CNO include client relationship management, public relations, inter-departmental collaboration, corporate culture and relationship advertising and marketing.

In this article, I will focus on two roles of the CNO: word-of-mouth campaigns and referral-generation strategies. If you want to network like a pro, these roles should be the principal focus of your CNO.

First, let's address the thought that probably just popped into your head: "Hey, I run a 10-person (four-person/one-person) organization; how can I afford to hire a CNO to do my networking? Quite frankly, there never seem to be enough resources to take care of all the things the business needs, let alone hire an executive-level person."

But you don't have to hire a new executive. As the business owner, you're probably filling that job in one way or another already. Here are five actions you can take to be the Chief Networking Officer for your company.

1. Participate in two to three networking events each month, and follow up with people you meet. As a smart, enterprising businessperson, you already know the importance of networking and how vital it is to meet new people. However, one of the biggest mistakes people make is failing to follow up.
By adopting a CNO mindset, you recognize that meeting new folks while networking is just the first step toward generating more word-of-mouth business. The second step is meeting them later over coffee or lunch to learn more about their business and how you can help them. When you do that, you pave the way for future referral business.

2. Touch base with past business contacts by making two personal phone calls each week. Again, if you're like me, you've got so much going on that the thought of making two more phone calls is almost too much. But remember, a CNO's job is maintaining relationships and generating referrals. And that can't happen unless you stay in touch.

3. Use postcards and greeting cards to stay in touch with people throughout the year. A good time to do this is on annual holidays -- and not just Christmas or New Year's, but also St. Patrick's Day, Memorial Day, Independence Day, Labor Day and Halloween.

Buy a pack of 20 cards and send them to people you've fallen out of touch with and with whom you'd like to reconnect -- past clients, past vendors, a friend of a friend, another business owner you chatted with at your local coffee shop a few months ago. This will keep you foremost in these people's minds.

4. Take good care of your database. A CNO should have a top-flight contact database and contact management system (CMS) to help her stay organized. It can be as simple as a physical card file or as high-tech as an online data site. It just needs to be something you can use so business cards aren't falling off your desk.

Database management software can supercharge your referral-generation system. Because there are data entry fields for many different kinds of information (e-mail address, phone number, profession, where you met the contact, etc.), you can sort and target e-mails to particular segments of your database with a few clicks of the mouse. There are several CMS systems, including ACT, Microsoft Outlook, and Relate2Profit.com.

The reason these systems are so important for a CNO is because his contacts are his business. You can't get referrals unless you have relationships, and you can't have relationships unless you stay in touch and up to date with contacts. A good contact database and contact management system enables you to do both while creating a powerful word-of-mouth marketing campaign.

5. Always thank your referral partners. A referral partner is not simply a contact who gives you referrals every once in a while; a referral partner is someone with whom you have entered into a relationship that is mutually trusting, respectful and beneficial.

Maintaining that relationship means, among other things, thanking your contact for referrals. It's just good manners.

Thanks can and often should take the form of reciprocation, of course; get a referral, give a referral. But reciprocity doesn't require such a quid-pro-quo response, and indeed it might seem a bit artificial if it happened as a matter of course. Gratitude by reciprocity should be given freely and abundantly, not in measured response to the number of referrals received. A referral partnership should never be viewed as a simple accountancy.

Extending a simple "thank you" is probably the single biggest action a CNO can take to maximize the number of referrals he gets. It will typically double the amount of referral business he gets from an existing referral partner.

Every business should have a CNO, but you don't have to hire one. You just have to take on the CNO mindset.

Saturday, December 25, 2010

Fazer a Diferença

Uma professora de determinado colégio decidiu homenagear cada um dos seus formandos dizendo-lhes da diferença que tinham feito em sua vida de mestra.

Chamou um de cada vez para frente da classe. Começou dizendo a cada um a diferença que tinham feito para ela e para os outros da turma.

Então deu a cada um uma fita azul, gavada com letras douradas que diziam: "Quem Eu Sou Faz a Diferença".





Mais adiante, resolveu propor um Projeto para a turma, para que pudessem ver o impacto que o reconhecimento positivo pode ter sobre uma comunidade.

Deu aos alunos mais três fitas azuis para cada um, com os mesmos dizeres, e os orientou a entregarem as fitas para as pessoas de seu conhecimento que achavam que desempenhavam um papel diferente. Mas que deveriam poder acompanhar os resultados para ver que homenagearia que, e informar esses resultados à classe ao fim de uma semana.

Um dos rapazes procurou um executivo iniciante em uma empresa próxima e o homenageou por tê-lo ajudado a planejar sua carreira. Deu-lhe uma fita azul, pregando-a em sua camisa. Feito isso, deu-lhe as outras duas fitas dizendo:

"Estamos desenvolvendo um projeto de classe sobre reconhecimento, e gostaríamos que você escolhesse alguém para homenagear, entregando-lhe uma fita azul e mais outra, para que ela, por sua vez, também possa homenagear a uma outra pessoa, a manter este processo vivo. Mas depois, por favor, me conte o que perceber ter acontecido".

Mais tarde, naquele dia, o executivo iniciante procurou seu chefe, que era conhecido, por sinal, como uma pessoa de difícil trato. Fez seu chefe sentar, disse-lhe que o admirava muito por ser um gênio criativo. O chefe  pareceu ficar surpreso. O executivo subalterno perguntou a ele se aceitaria uma fita azul e se lhe permitiria colocá-la nele. O chefe  surpreso disse: "È claro. Afixando a fita no bolso da lapela, bem acima do coração, o executivo deu-lhe mais uma fita azul igual e pediu: Leve esta outra fita e passe-a a alguém que você também admira muito". E explicou sobre o projeto de classe do menino que havia dado a fita a ele próprio.

No final do dia, quando o chefe chegou a sua casa, chamou seu filho de 14 anos e o fez sentar-se diante dele. E disse:

"A coisa mais incrível me aconteceu hoje. Eu estava na minha sala e um dos executivos subalternos veio e me deu uma fita azul pelo meu gênio criativo. Imagine só! Ele acha que sou um gênio! Então me deu esta fita que que Quem Eu Sou Faz a Diferença". Deu-me uma fita a mais pedindo que eu escolhesse outra pessoa que eu achasse merecedora de igual reconhecimento". Quando vinha para casa, euquanto dirigia, fiquei pensando em quem eu escolheria e pensei em você.

Gostaria de homenageá-lo. "Meus dias são muito caóticos e quando chego em casa, não dou muita atenção a você. As vezes grito com você por não conseguir notas melhores na escola e por seu quarto estar sempre uma bagunça. Mas por alguma razão, hoje, agora, me deu vontade de tê-lo à minha frente. Simplesmente, sabe, para dizer a você , que você faz uma grande diferença para mim. Além de sua mãe, você é a pessoa mais importante da minha vida. Você é um grande garoto, filho, e eu te amo!"

O menino pego de supresa, desandou a chorar convulsivamente sem parar. Ele olhou seu pai e falou entre lágrimas.

"Pai, poucas horas atrás eu estava no meu quarto e escrevi uma carta de despedida endereçada a você e à mamãe, explicando porque havia decidido suicidar e lhes pedindo perdão". Pretendia me matar enquanto vocês dormiam. Achei que vocês não se importavam comigo. "A carta está lá em cima, mas acho que afinal, não vou precisar dela mesmo." Seu pai foi lá em cima e encontrou uma carta cheia de angústia e de dor.

O homem foi para o trabalho no dia seguinte completamente mudado. Ele não era mais ranzinza e fez quetão de que cada um de seus subordinados soubesse a diferença que cada um fazia. O executivo que deu origem a isso ajudou muitos outros a planejarem suas carreiras e nunca esqueceu de lhes dizer que cada um havia  feito uma diferença em sua vida... Sendo um deles o  filho do próprio chefe.

A consequencia desse projeto é que cada um dos alunos que participou dele aprendeu uma grande lição. De que "Quem Você É Faz sim, uma Grande Diferença".

Você não precisa passar isso adiante para ninguém... Nem para duas nem para duzentas pessoas.

Continue a sua vida como você acha que está bom para você.

Por outro lado, se quiser, pode enviar para aquelas pessoas que significaram ou significam algo para você, sejam quantas forem. Ou por outro lado, simplesmente sorria quando lhe escrevo que estou lhe mandando isso porque você é importante para mim, cada um de vocês é importante para mim, senão não os teria incluido na minha lista de envio. Quem você é na minha vida, faz muita diferença para mim, e eu queria que vocês soubessem disso.

Eis aqui a sua fita azul! Tenha um excelente fim de semana. Com Deus, sempre!

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Wednesday, December 22, 2010

Executive Secretary, Business Networks Co-Manager


Imagine that you become a CNO - Chief Networking Officer, ie, a mega strategist and business networks manager of a large company. One of the first things to do is assemble a team of co-managers, since this is a very arduous task for a single professional. What will be the first group of professionals that you seek?


Did it right who responded executive secretaries. Here are just 7 reasons for this decision:

1. In general, executive secretaries are in business for a long period or accompany a career of a top executive for several years;
2. Top executives look at staff of their personal knowledge and whom they ease to work with, a professional who already knows all about them and do not need extra training;
3. These professionals are increasingly qualified and involved into the business environment;
4. They have direct access to the entire network of relationships to the Board and are responsible for organizing these contacts;
5. They manage all calls and schedule appointments;
6. They are dedicated and committed partners of their leaders;
7. They know who to deal with and how to treat each person within the organization, accelerating the understandings among all stakeholders.

According to Stefi Maerker, Executive Director of SEC Talentos Humanos, one of the leading recruitment, selection and training companies specialized in executive secretaries in Brazil, "the most modern professionals are more participative, collaborate on projects, organize schedules and manage processes. " This is exactly the profile of a business networks co-manager.

Therefore, we recommend talking to all the executive secretaries and check if they will be willing to assist you in your initial task of organizing and mapping out the entire network of relationships that can generate effective business for the company in a relatively short time.

In fact, every company is sitting on this gold mine without giving it due attention .... so far. Hands-on and good luck!


Octavio Neto Pitaluga
TEN - Top Executives Net
CNO - Chief Networking Officer

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Tuesday, December 21, 2010

Secretária Executiva, Co-Gestora de Redes de Negócios

Imagine que você se torna um CNO - Chief Networking Officer, i.e., um mega estrategista e gestor de redes de relacionamentos e negócios de uma grande empresa. Uma das primeiras coisas a fazer é montar uma equipe de co-gestores, visto que, essa é uma tarefa muito árdua para apenas um profissional. Qual será o primeiro grupo de profissionais que você procurará?


Acertou aquele que respondeu secretárias executivas. Vejamos apenas 7 motivos para tal decisão:
  1. Em geral, elas estão na empresa por um longo período ou acompanham a carreira de algum top executivo há vários anos;
  2. Os executivos as buscam pelo conhecimento pessoal e pela facilidade de já trabalhar com uma profissional que conhece tudo a seu respeito e de não precisar treinamento extra;
  3. Elas estão cada vez mais qualificadas e inseridas no ambiente de negócios;
  4. Possuem acesso direto a toda a rede de relacionamento da Diretoria e são responsáveis por organizar esses contatos;
  5. Gerenciam todas as ligações e agendamento de compromissos;
  6. São parceiras fiéis e dedicadas de seus líderes;
  7. Sabem com quem tratar e o que tratar com cada pessoa dentro da organização, acelerando os entendimentos entre as partes.
Segundo Stefi Maerker, Diretora Executiva da SEC Talentos Humanos, uma das maiores empresas de recrutamento, seleção e treinamento de secretárias executivas no Brasil, "as secretárias mais modernas são mais participativas, colaboram em projetos, organizam agendas e administram processos". Esse é exatamente o perfil de um co-gestor de redes de relacionamentos e negócios.

Portanto, recomendamos conversar com todas as secretárias executivas e verificar quais estarão dispostas a ajudar na sua tarefa inicial de organizar e mapear toda a rede de relacionamento que poderá gerar negócios efetivos para a empresa num prazo relativamente curto.

Na verdade, toda empresa está sentada nessa mina de ouro sem dar a mesma a devida atenção.... até o momento. Mãos a obra e boa sorte!


Octavio Neto Pitaluga
TEN - Top Executives Net
CNO - Chief Networking Officer

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Saturday, December 18, 2010

Friday, December 17, 2010

Recognizing a Chief Networking Officer

CNO - Chief Networking Officer is a mega strategist and business networks manager. He operates seamlessly in the real world as well as in the virtual environment. He masters the art of turning contacts into long lasting relationships that lead to effective business.



Will you be a potential CNO? How HR departments will quickly recognize a future CNO? Let´s take 10 points that can assist you in this identification.

1. Leadership: CNO is a naturally born leader. He stands out from the crowd by his distinctive style. Sometimes softer, sometimes harder whenever the situation requires it, but always making the right decisions at precise time.

2. Communication: Both verbal and written communication, CNO presents his ideas in a didactic, clear, that makes a lot of sense and that will lead other stakeholders into action.

3. Strategist: all good people has strategic value for the short, medium and long term. The CNO understands that in order to reach big targets, it is essential to build an outstanding team and to implement a winning strategy that is inserted into the team´s DNA.

4. Relationship Manager: people oriented, he understands the value of every human being in the system and knows that they will change their position in the chain of stakeholders along the walk. What really matters is to identify those diamonds with which the CNO will shine together.

5. Innovativor: CNO is always attuned to the latest trends. A practical way to visualize this point are people who like technology, Internet, social networking and new business models in general.

6. Developer: of people and ideas. CNO is a coach by nature and master the business networks management coaching methodology. He knows that alone does not get far. He will just reach his destination if he is able to inspire and develop people by giving them a worthy purpose and higher value as well as he motivates people to belong to something bigger and that will make them proud of. That is his mission and purpose of life.

7. Self-motivated: He always sees the half full glass. His attitude is constructive because he is solely responsible for his fate. CNO does not waste time blaming others or finding excuses for their misfortunes, but is always motivating himself to find a solution to every challenge that is presented to him.

8. Negotiator: when dealing with various stakeholders, CNO is able to understand the subtleties of different motivations, needs and even concerns of their peers. Overcome conflicts of interests is crucial in order to drive the project to a harmonious and effective closure.

9. Noble values: CNO serves his network and does not use the same for his own benefit. He always adds a value well above this reward for such unique management. He is transparent in his real purpose and knows that means do not justify the ends.

10. Visionary: CNO sees wealth and value creation where most people can only see the obvious that their eyes show. He recognizes the diamond´s brilliance in each person and he knows the great opportunity that every one brings into his heart. He knows that they were born to shine and has a sincere interest to leave this legacy to all who will come after. His life transcends his time.

Have you identified yourself with this profile? Do you acknowledge this profile among your team members? Do you have professionals who have a natural potential to be worked through business networks management coaching so that they can add significant value to your business?

No matter your age, financial situation and / or career path. No matter how far you've walked and how much is still to come. No matter that most people still do not understand what you are and why you operate that way. Being a CNO is to attend a call. That inner voice that tells you that you came into the world to make a difference through efficient networks management.

Just follow your destiny then. Amen!

Octavio Neto Pitaluga
TEN - Top Executives Net
CNO - Chief Networking Officer


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Thursday, December 16, 2010

Reconhecendo um Chief Networking Officer

CNO - Chief Networking Officer é um mega estrategista e gestor de redes de relacionamentos. Ele atua de forma integrada no mundo real assim e no ambiente virtual. Ele domina a arte de transformar contatos em relacionamentos duradouros que levam a negócios efetivos.



Será você um CNO em potencial? Como o RH das empresas reconhecerá um futuro CNO rapidamente? Vejamos 10 pontos que podem auxiliar nessa identificação.

1. Liderança: CNO é um líder nato. Ele se destaca na multidão pelo seu estilo diferenciado. Por vezes mais soft, por vezes mais hard, quando a situação assim exigir, mas sempre tomando as decisões certas na hora precisa.

2. Comunicação: Tanto na comunicação escrita quanto verbal, CNO apresenta suas ideias de forma didática, clara, que fazem muito sentido e que conduzem os demais stakeholders para a ação.

3. Estrategista: todas as boas pessoas tem valor estratégico de curto, médio e longo prazo. O CNO entende que para que grandes metas sejam alcançadas é fundamental que forme um time de primeira linha e que se implemente uma estratégia vencedora que esteja inserida no DNA da equipe.

4. Gestor de relacionamentos: orientado a pessoas, ele entende o valor de cada ser humano no sistema e sabe que eles mudarão de posicionamento na cadeia dos stakeholders ao longo da caminhada. O que verdadeiramente interessa é identificar aqueles diamantes com os quais o CNO brilhará em conjunto.

5. Inovador: CNO está sempre antenado com as tendências mais modernas. Uma forma prática de visualizar esse ponto são as pessoas que gostam de tecnologia, Internet, redes sociais e novos modelos de negócios de uma forma geral.

6. Desenvolvedor: de pessoas e de ideias. CNO é um coach por natureza e domina a metodologia de coaching de gestão de redes de negócios. Sabe que sozinho não se chega longe. Só alcançará seu destino se for capaz de inspirar e desenvolver pessoas dando a elas um propósito digno e de elevado valor enquanto as motiva a pertencer a algo maior e que as encha de orgulho. Essa é a sua missão e propósito de vida.

7. Auto-motivado: sempre enxerga a metade do copo cheia. Sua atitude é construtiva pois ele é o único responsável pelo seu destino. CNO não perde tempo culpando terceiros nem achando desculpas para seus infortúnios, mas está sempre se motivando a encontrar uma solução para cada desafio que lhe é apresentado.

8. Negociador: quando lidando com diversos stakeholders, CNO é hábil ao perceber as sutilezas das diversas motivações, necessidades e mesmo apreensões de seus pares. Superar os conflitos de interesse é fundamental para que se conduza o projeto para um fechamento harmonioso e efetivo.

9. Valores nobres: CNO serve a sua rede de relacionamentos e não faz uso da mesma em benefício próprio. Ele sempre adiciona um valor bem superior a sua recompensa por essa gestão única. Ele é transparente no seu real propósito e sabe que os meios não justificam os fins.

10. Visionário: CNO vê riqueza e construção de valor onde a grande maioria enxerga apenas o óbvio que seus olhos lhes apresenta. Ele reconhece o brilho do diamante de cada pessoa e sabe a bela oportunidade que ela traz em seu coração. Sabe que elas nasceram para brilhar e tem sincero interesse deixar esse legado para todos os que vierem depois. Sua vida transcende ao seu tempo.

Você se identificou com esse perfil? Você reconhece esse perfil em pessoas de sua equipe? Você tem profissionais com um potencial natural para que se bem trabalhados através de coaching de gestão de redes de negócios possam agregar significativo valor ao seu negócio?

Não importa a sua idade, situação financeira e/ou de carreira. Não importa o quanto já caminhou e o quanto ainda está por vir. Não importa que a maioria das pessoas ainda não entenda o que você é e porque atua dessa forma. Ser um CNO é atender a um chamado. Aquela voz interior que lhe diz que você veio ao mundo para fazer a diferença através de uma eficiente gestão de redes de relacionamentos.

Siga o seu destino então. Amém!


Octavio Neto Pitaluga
TEN - Top Executives Net
CNO - Chief Networking Officer

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Monday, December 13, 2010

Avaliação de Jairo Siqueira

Jairo Siqueira foi um dos primeiros membros da TEN - Top Executives Net, que se interessaram pelo nosso treinamento sobre redes sociais. Após 3-4 anos do mesmo, perguntamos quais foram os benefícios e o valor que adicionamos com esse conhecimento. Eis que ele nos brinda com sua gentil resposta em vídeo. Muito obrigado!




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Thursday, December 09, 2010

Supere suas Crenças Limitantes



Após todos esses anos como coach, em nossa modesta opinião, consideramos que os fatores que mais limitam o sucesso de uma pessoa são suas próprias crenças limitantes.

Nascemos para brilhar intensamente. Mas por que será que apenas poucas pessoas entendem isso claramente enquanto uma imensa maioria delas apenas sobrevive numa vida sem grandes conquistas?



Em geral, as escolas nos ensinam um bando de coisas de ordem técnica. Menos o essencial, que é de ordem intangível. O verdadeiro valor de um ser humano reside no seu intangível. A maioria das pessoas não é treinada e sequer entende seu real valor. Sua missão de vida. A razão de sua existência única. Ao contrário do que acreditamos ser importante para a formação pessoal e profissional, coaching não é ensinado nas escolas do mundo inteiro.

Por conta disso, a grande maioria das pessoas desconhece o tremendo impacto negativo que suas crenças limitantes causam em suas vidas. Elas não sabem o que é viver uma vida em abundância e sem limites. Elas nunca chegam a experimentar o poder de sua reprogramação mental.

Coaching pode ser rapidamente resumido como um programa de desenvolvimento humano. Fazer com que você se torne a pessoa para qual verdadeiramente nasceu em toda sua plenitude. Prefirimos definir coaching como uma metodologia de reprogramação mental que faz que todos seus valores intangíveis floresçam e gerando uma vida em abundância para você e todos os seus.

Em alguns dos nossos clientes de coaching, temos visto diversos diamantes que simplesmente desistem da caminhada. Eles nos procuram por que querem dar um salto de qualidade ímpar em suas vidas. Entretanto, quando mostramos que esse salto está atrelado a uma série de novos hábitos, valores, metas e, principalmente, da quebra de diversas crenças limitantes, lamentamos perceber que um razoável percentual desses profissionais simplesmente prefere continuar como está.

Felizmente, a grande maioria desses profissionais está posicionada em algum emprego que lhes remunere bem. Por vezes, é ai que reside o perigo. Segurança profissional e financeira levam a acomodação. A pessoa alcança uma zona de conforto que atende aos seus príncipios básicos de sobrevivência, mas que as impede de brilhar intensamente conforme escrito em seus destinos. Como consequência, elas passam a desenvolver uma série de crenças limitantes que simplesmente não permitem que elas cumpram com sua verdadeira missão de vida.

E você? Está disposto a verdadeiramente lapidar o seu diamante interior e a brilhar intensamente?

Que DEUS o abençoe em suas escolhas.


Octavio Neto Pitaluga
TEN - Top Executives Net
CNO - Chief Networking Officer

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Tuesday, December 07, 2010

Promoção Natal 2010


Estamos com uma promoção de Natal única para nossos treinamentos sobre redes sociais. Fale conosco via Skype (octaviopitaluga). Os 10 primeiros alunos terão um belo presente! Entretanto, todos que se comprometerem conosco em 2010, também ganharão um benefício diferenciado.





A título de exemplo, por favor digite apenas Octavio no Google Brasil e você verá a sugestão de nosso nome conforme demonstrado abaixo. Quando clicar no Octavio Pitaluga, você verá toda nossa presença digital. Essa mágica acontece por que, através de nossas postagens de conteúdo nas redes sociais, "educamos e programamos" o Google a reconhecer nossa relevância na Internet e a gentilmente nos apresentar.


Isso demonstra o quão transparente nosso trabalho é. Transparência gera confiança. Confiança gera bons negócios. Esse é um dos diversos truques que ensinaremos nesse treinamento.


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Wednesday, November 24, 2010

Monday, November 22, 2010

10 reasons to have a corporate blog


We realize that some companies are more aware of the importance of having an active presence in social networks. Some are even creating internal groups to discuss the benefits and risks of creating a strategy in this regard. In order to aid these professionals in the quick decision on this important issue, we present 10 reasons why an organization should have a corporate blog:



1. Defined leadership: Setting the leadership of CNO - Chief Networking Officer, is the first thing to do in terms of corporate blog . This is the professional who signs the blog , in which, are summarized all the ideas and communication actions of the organization. The clarity in the leadership imposes its due respect. Obviously that the CNO acts backed by a Business Networks Management team.

2. Official Content: Content posted on the corporate blog is official. It determines the company's position on various issues discussed there. It has legal status and value can be replicated by all sources interested in it. Portanto, sua edição deve ser cuidadosa e muito criteriosa. Therefore, the edition must be very carefull and judicious.

3. Central point: The company publishes in a central point of communication on the Internet all forms of content sharing as articles, photos, videos, quizzes, presentations etc ...

4. Easy replication: once the official content is published, any person, whoever he / she is an employee, fan, follower, media professionall, among other groups of interest, they can replicate the content among their peers in diverse social networks.

5. Transparency: to the extent in which the company organizes its content seamlessly throughout a blog, it opens a communication channel and very strong and positive relationship with all stakeholders by creating a two-way relationship in that people can comment on posts openly. It is recommended to answer all of these interactions at the earliest possible.

6. Registered followers: blogs may have mechanisms for registration of followers and thereby allow them to define the way they want to receive the latest posts, ie email, text messages, Twitter, RSS, etc ... The bigger this fan base is, the higher the viral potential of each post. The blog can also be integrated with CRM tools - Customer Relationship Management.

7. Virality: the post comes to the market instantly, this real time and can generate an active participation of fans, giving a legitimate and valuable feedback to that action. Moreover, if the content is no longer edited / removed the effect of this post can stay alive indefinitely anywhere in the world whoever has access to the language in question.

8. Integration with other social networks, blogs can be easily integrated into various social networks by creating a series of cross-referencing. Likewise, specific content and added in different social networks can be quickly posted on the blog. In addition, blogging can be integrated with the corporate social networks.

9. Relevance and attractiveness: once they have been edited and programmed properly, blogs are important agents to gain relevance in the face of Internet search engines (SEO - Search Engine Optimization) and generate attraction for the activities of the entity.

10. Knowledge management: the blog is an excellent tool for knowledge management because it allows the company to organize and to document their knowledge and to invite other stakeholders to provide meaningful ways of improving it, as it creates a knowledge repository.

We conclude highliting that editing a corporate blog is not an action for amateurs and that can be done anyhow without being structured by a clear strategic thinking line. People involved in the preparation and editing of corporate blog must be trained professionals to this challenge.

Does your company already have a corporate blog? And what if your competitor does?

Octavio Neto Pitaluga
TEN - Top Executives Net
CNO - Chief Networking Officer

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Sunday, November 21, 2010

Events

Events is a business unit of TEN Business division. We organize customized relationship events according to clients specific needs and objectives. We manage an experienced team able to deliver high quality indoor &/or outdoor events.

Saturday, November 20, 2010

Talents

As part of TEN Humans division, Talents offers a special package of services to executives in career change. We DO NOT promisse a job. We prepare the coachee to own his/her own professional destiny.

Friday, November 19, 2010

Wednesday, November 17, 2010

TEN - Talentos


Pertencente a divisão TEN Humanos, Talentos oferece um pacote especial de serviços para executivos em transição de carreira. Não prometemos arrumar emprego. Preparamos o assessorado a ser dono do seu próprio destino profissional.


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Tuesday, November 16, 2010

TEN - Digital (Port.)

Pertencente a TEN Negócios, Digital é uma linha de serviços especializada em soluções digitais personalizadas objetivando aumentar a presença digital dos clientes da TEN - Top Executives Net.


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Monday, November 15, 2010

40 Ways of Visualizing Brazil’s Historical Election

40 Ways of Visualizing Brazil’s Historical Election is a special guest post on Inspired Mag by Tiago Veloso of Visual Loop, a non-stop stream of Infographics, Maps, Charts and many other Visualization Goodies, with lots of new posts everyday.  Highly recommended. Enjoy it!

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Sunday, November 14, 2010

Eventos


Eventos é uma unidade da TEN Negócios. Organizamos eventos personalizados de acordo com a demanda específica de nossos clientes. Gerenciamos uma equipe experiente capaz de entregar eventos indoor e/ou outdoor de alta qualidade.

Saturday, November 13, 2010

SEO & o valor das escolhas certas

Como parte de nossos serviços de marketing digital e SEO - Search Engine Optimization, fizemos a análise de presença na Internet de um de nossos clientes da área legal recentemente. A figura abaixo demonstra claramente o valor de se escolher corretamente a palavra-chave que será usada tanto no cabeçalho quanto no texto.


Imagine que o cliente tenha escolhido o termo advocacia recursal ao invés de direito recursal. O termo direito já teve pico em 2005 e desde 2006 vêm sendo regularmente consultado na principal ferramenta de procura da Internet, Google. Enquanto isso, o termo advocacia sequer foi acionado desde 2004 até os dias de hoje. De nada adiantaria o cliente ser o número 1 no ranking do Google com relação ao termo advocacia recursal se o mesmo não gera qualquer atração de oportunidade de negócios.

Agora imagine que você tem que montar o seu site, blog e qualquer outra ferramenta na Internet sem dispor desse conhecimento? Imagine que você tem que cruzar diversas palavras-chave, termos e expressões em comparação com todos os termos na Internet e, principalmente, aqueles usados pelos seus concorrentes?

Como podem perceber, esse é um trabalho muito importante e feito por especialistas no assunto.

Boas escolhas levam a boas decisões e aos bons negócios. Sucesso!

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Thursday, November 11, 2010

The Cluetrain Manifesto

Cluetrain Manifesto is one of those few books that will last over time. Its 95 theses are well applicable everywhere, everytime, always. Enjoy them.



  1. Markets are conversations.
  2. Markets consist of human beings, not demographic sectors.
  3. Conversations among human beings sound human. They are conducted in a human voice.
  4. Whether delivering information, opinions, perspectives, dissenting arguments or humorous asides, the human voice is typically open, natural, uncontrived.
  5. People recognize each other as such from the sound of this voice.
  6. The Internet is enabling conversations among human beings that were simply not possible in the era of mass media.
  7. Hyperlinks subvert hierarchy.
  8. In both internetworked markets and among intranetworked employees, people are speaking to each other in a powerful new way.
  9. These networked conversations are enabling powerful new forms of social organization and knowledge exchange to emerge.
  10. As a result, markets are getting smarter, more informed, more organized. Participation in a networked market changes people fundamentally.
  11. People in networked markets have figured out that they get far better information and support from one another than from vendors. So much for corporate rhetoric about adding value to commoditized products.
  12. There are no secrets. The networked market knows more than companies do about their own products. And whether the news is good or bad, they tell everyone.
  13. What's happening to markets is also happening among employees. A metaphysical construct called "The Company" is the only thing standing between the two.
  14. Corporations do not speak in the same voice as these new networked conversations. To their intended online audiences, companies sound hollow, flat, literally inhuman.
  15. In just a few more years, the current homogenized "voice" of business—the sound of mission statements and brochures—will seem as contrived and artificial as the language of the 18th century French court.
  16. Already, companies that speak in the language of the pitch, the dog-and-pony show, are no longer speaking to anyone.
  17. Companies that assume online markets are the same markets that used to watch their ads on television are kidding themselves.
  18. Companies that don't realize their markets are now networked person-to-person, getting smarter as a result and deeply joined in conversation are missing their best opportunity.
  19. Companies can now communicate with their markets directly. If they blow it, it could be their last chance.
  20. Companies need to realize their markets are often laughing. At them.
  21. Companies need to lighten up and take themselves less seriously. They need to get a sense of humor.
  22. Getting a sense of humor does not mean putting some jokes on the corporate web site. Rather, it requires big values, a little humility, straight talk, and a genuine point of view.
  23. Companies attempting to "position" themselves need to take a position. Optimally, it should relate to something their market actually cares about.
  24. Bombastic boasts—"We are positioned to become the preeminent provider of XYZ"—do not constitute a position.
  25. Companies need to come down from their Ivory Towers and talk to the people with whom they hope to create relationships.
  26. Public Relations does not relate to the public. Companies are deeply afraid of their markets.
  27. By speaking in language that is distant, uninviting, arrogant, they build walls to keep markets at bay.
  28. Most marketing programs are based on the fear that the market might see what's really going on inside the company.
  29. Elvis said it best: "We can't go on together with suspicious minds."
  30. Brand loyalty is the corporate version of going steady, but the breakup is inevitable—and coming fast. Because they are networked, smart markets are able to renegotiate relationships with blinding speed.
  31. Networked markets can change suppliers overnight. Networked knowledge workers can change employers over lunch. Your own "downsizing initiatives" taught us to ask the question: "Loyalty? What's that?"
  32. Smart markets will find suppliers who speak their own language.
  33. Learning to speak with a human voice is not a parlor trick. It can't be "picked up" at some tony conference.
  34. To speak with a human voice, companies must share the concerns of their communities.
  35. But first, they must belong to a community.
  36. Companies must ask themselves where their corporate cultures end.
  37. If their cultures end before the community begins, they will have no market.
  38. Human communities are based on discourse—on human speech about human concerns.
  39. The community of discourse is the market.
  40. Companies that do not belong to a community of discourse will die.
  41. Companies make a religion of security, but this is largely a red herring. Most are protecting less against competitors than against their own market and workforce.
  42. As with networked markets, people are also talking to each other directly inside the company—and not just about rules and regulations, boardroom directives, bottom lines.
  43. Such conversations are taking place today on corporate intranets. But only when the conditions are right.
  44. Companies typically install intranets top-down to distribute HR policies and other corporate information that workers are doing their best to ignore.
  45. Intranets naturally tend to route around boredom. The best are built bottom-up by engaged individuals cooperating to construct something far more valuable: an intranetworked corporate conversation.
  46. A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union.
  47. While this scares companies witless, they also depend heavily on open intranets to generate and share critical knowledge. They need to resist the urge to "improve" or control these networked conversations.
  48. When corporate intranets are not constrained by fear and legalistic rules, the type of conversation they encourage sounds remarkably like the conversation of the networked marketplace.
  49. Org charts worked in an older economy where plans could be fully understood from atop steep management pyramids and detailed work orders could be handed down from on high.
  50. Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.
  51. Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.
  52. Paranoia kills conversation. That's its point. But lack of open conversation kills companies.
  53. There are two conversations going on. One inside the company. One with the market.
  54. In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control.
  55. As policy, these notions are poisonous. As tools, they are broken. Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets.
  56. These two conversations want to talk to each other. They are speaking the same language. They recognize each other's voices.
  57. Smart companies will get out of the way and help the inevitable to happen sooner.
  58. If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up.
  59. However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting.
  60. This is suicidal. Markets want to talk to companies.
  61. Sadly, the part of the company a networked market wants to talk to is usually hidden behind a smokescreen of hucksterism, of language that rings false—and often is.
  62. Markets do not want to talk to flacks and hucksters. They want to participate in the conversations going on behind the corporate firewall.
  63. De-cloaking, getting personal: We are those markets. We want to talk to you.
  64. We want access to your corporate information, to your plans and strategies, your best thinking, your genuine knowledge. We will not settle for the 4-color brochure, for web sites chock-a-block with eye candy but lacking any substance.
  65. We're also the workers who make your companies go. We want to talk to customers directly in our own voices, not in platitudes written into a script.
  66. As markets, as workers, both of us are sick to death of getting our information by remote control. Why do we need faceless annual reports and third-hand market research studies to introduce us to each other?
  67. As markets, as workers, we wonder why you're not listening. You seem to be speaking a different language.
  68. The inflated self-important jargon you sling around—in the press, at your conferences—what's that got to do with us?
  69. Maybe you're impressing your investors. Maybe you're impressing Wall Street. You're not impressing us.
  70. If you don't impress us, your investors are going to take a bath. Don't they understand this? If they did, they wouldn't let you talk that way.
  71. Your tired notions of "the market" make our eyes glaze over. We don't recognize ourselves in your projections—perhaps because we know we're already elsewhere.
  72. We like this new marketplace much better. In fact, we are creating it.
  73. You're invited, but it's our world. Take your shoes off at the door. If you want to barter with us, get down off that camel!
  74. We are immune to advertising. Just forget it.
  75. If you want us to talk to you, tell us something. Make it something interesting for a change.
  76. We've got some ideas for you too: some new tools we need, some better service. Stuff we'd be willing to pay for. Got a minute?
  77. You're too busy "doing business" to answer our email? Oh gosh, sorry, gee, we'll come back later. Maybe.
  78. You want us to pay? We want you to pay attention.
  79. We want you to drop your trip, come out of your neurotic self-involvement, join the party.
  80. Don't worry, you can still make money. That is, as long as it's not the only thing on your mind.
  81. Have you noticed that, in itself, money is kind of one-dimensional and boring? What else can we talk about?
  82. Your product broke. Why? We'd like to ask the guy who made it. Your corporate strategy makes no sense. We'd like to have a chat with your CEO. What do you mean she's not in?
  83. We want you to take 50 million of us as seriously as you take one reporter from The Wall Street Journal.
  84. We know some people from your company. They're pretty cool online. Do you have any more like that you're hiding? Can they come out and play?
  85. When we have questions we turn to each other for answers. If you didn't have such a tight rein on "your people" maybe they'd be among the people we'd turn to.
  86. When we're not busy being your "target market," many of us are your people. We'd rather be talking to friends online than watching the clock. That would get your name around better than your entire million dollar web site. But you tell us speaking to the market is Marketing's job.
  87. We'd like it if you got what's going on here. That'd be real nice. But it would be a big mistake to think we're holding our breath.
  88. We have better things to do than worry about whether you'll change in time to get our business. Business is only a part of our lives. It seems to be all of yours. Think about it: who needs whom?
  89. We have real power and we know it. If you don't quite see the light, some other outfit will come along that's more attentive, more interesting, more fun to play with.
  90. Even at its worst, our newfound conversation is more interesting than most trade shows, more entertaining than any TV sitcom, and certainly more true-to-life than the corporate web sites we've been seeing.
  91. Our allegiance is to ourselves—our friends, our new allies and acquaintances, even our sparring partners. Companies that have no part in this world, also have no future.
  92. Companies are spending billions of dollars on Y2K. Why can't they hear this market timebomb ticking? The stakes are even higher.
  93. We're both inside companies and outside them. The boundaries that separate our conversations look like the Berlin Wall today, but they're really just an annoyance. We know they're coming down. We're going to work from both sides to take them down.
  94. To traditional corporations, networked conversations may appear confused, may sound confusing. But we are organizing faster than they are. We have better tools, more new ideas, no rules to slow us down.
  95. We are waking up and linking to each other. We are watching. But we are not waiting.

What are your top 5 sentences?


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