Christine Perkett, CEO of Mindfull Marketing + PR, was interviewed by Medium about the best leadership practices and the top five traits leaders should exemplify now.
Host David Reske interviews Mindfull Marketing + PR’s Founder and CEO on the value of personal branding
In today’s digital landscape, personal branding is no longer optional; it’s essential. Our Founder, Christine Perkett, a renowned PR and branding expert, shares her wisdom on this topic in an insightful episode of the “In the Now Podcast.” Perkett highlights the significance of personal branding, likening it to a “walking resume” in our interconnected world. Her approach emphasizes the seamless blend of personal and professional lives online, empowering individuals to shape their own narratives.
What sets Perkett’s perspective apart is her focus on authenticity and evolution. Drawing inspiration from Martha Stewart’s brand journey, she illustrates how personal brands can pivot and grow over time. This adaptability is key, especially for those new to the field. Perkett advises identifying core values and tailoring content across various platforms, clearly distinguishing genuine personal branding from the pay-to-play world of profit-driven influencers.
This episode is more than just a guide; it’s a reflection of the expertise and approach that our agency embodies. As you listen to her insights, consider the impact such expertise could have on your personal or corporate brand. Mindfull Marketing + PR, with its deep understanding of branding dynamics and over 25 years in business, is ideally positioned to help you navigate the complexities of the digital age.
👉 Watch the episode now and discover how the rules of personal branding are evolving and how they can benefit your career at any stage.
Medium turned to our Founder & CEO, Christine Perkett, for her thoughts, insights, and advice on the future of work and lasting leadership.
Being a leader today requires the same mental fortitude and ability to guide and inspire that it always has. Still, it also entails new levels of understanding and the ability to adapt to an ever-changing and faster-than-ever business environment. This adaptability includes navigating uncertainty like we had to during the pandemic or are doing today with looming recession concerns and mass layoffs.
Christine also shares her thoughts on the top five traits leaders should exemplify now.
Read the full story here.
As the Coronavirus disease (COVID-19) shuts down much of the world’s regular operations, more companies than ever are suddenly managing a remote workforce. I founded a virtual organization in 1998 and have since been managing a remote workforce around the world. Forrester Research studied our processes and named us a “Golden Image Standard” for other companies to follow, so I thought I would share some insights on how to best manage this new reality.
Tech Priorities – Remote work is first and foremost about good tech. It’s not as simple as assigning employees a laptop and sending them on their merry way. Forrester applauded our remote support technologies, robust storage capabilities, collaboration tools, and proactive approach to green IT, calling our remote workers more productive and greener when compared with their previous office-based environments. We’re proud of that but truth be told, smart IT is even easier these days. Companies like Zoom, Skype, and Google make it easy to teleconference and hold meetings (although, as you always should, consider which meetings are truly vital). Slack is a great way to keep communications constant and within different working groups. Microsoft Sharepoint and Google make it easy to share, store, and manage versions of documents. And most everyone now has a mobile phone, which allows them to work within and manage these applications from anywhere. Also, think of equipment in an employee’s office – besides a laptop, what should you invest in to ensure they are comfortable, productive, and happy?
Security Policies and Procedures are also vital. IT will need to prep laptops before being assigned to employees. Quickly assemble a “must have list” of apps for all employees as well as a list of things not to download, depending on your type of business. Ensure that you have policies in place for using public WiFi, choosing intelligent passwords, and using two-step authentication, as well as using the laptop for any personal needs. Consider whether you will use 24/7 remote monitoring to help ensure a secure virtual work environment.
General working policies must quickly be written and communicated. Should employees have video on for remote meetings? What is the expectation around working hours? Are you going to allow flexibility for working parents who also have young children at home because schools are closed? What is different now vs when they were working from a physical office? Be sure you also provide suggestions on how to stay productive and focused as a remote worker. Not everyone has the self discipline it takes but with many companies requiring all employees to work from home for a while, it’s vital to provide as much guidance and support as possible. When, where, and how will they (or should they) track hours and projects? How often are they expected to check in with managers?
Support Leadership – Perhaps your managers have never led a remote team before. Don’t forget to provide them with training and guidance as well. Jumping into constant meetings in order to ensure people are working will not be efficient or productive. You have to give them support on how to manage remotely and recognize signs of lackadaisical employees. How should they handle such situations? What should they look for and expect? How can they keep employees engaged?
Communicate – The most obvious tip but one that is often overlooked or misunderstood. Communication is key and should be consistent in such uncertain times. THIS DOES NOT MEAN MORE MEETINGS. If you’re a smaller company, a daily email from management or the CEO can go a long way in keeping a cohesive and connected work environment. Check in and let them know developments of the day or week, recognize workers who have done a great job (this may be even more important than ever now), and ask questions. Ensure you are giving them a platform to share how they are getting along virtually, any concerns or questions they have, and ideas they may want to share to keep your culture positive and connected.
If you need help developing IT or HR policies for a remote workforce, reach out. After 20+ years managing employees from coast to coast, we can help. In the meantime, be safe and be well.
PerkettPR is excited to introduce another interview series, “Effective Executives,” showcasing business leaders from top companies across the globe. Our goal is to continue to share insights, tips, tricks and suggestions from those who have seen it all. How do they work? What keeps them up at night? What tough lessons have they learned? We kick off this series with John Golden, CEO of Huthwaite.
Founded on scientifically validated behavioral research, Huthwaite’s methodologies—which include the internationally renowned SPIN® Selling — guarantee sales success. Huthwaite assesses your organization’s needs and develops customized sales performance improvement and coaching programs for sales and marketing professionals that drive real business results. For more information, please visit: www.huthwaite.com. Follow Huthwaite’s blog, Twitter stream and Facebook page.
John Golden is President and CEO of Huthwaite, the world’s leading sales performance improvement organization. Golden joined Huthwaite in 2008, where he is responsible for the company’s U.S. financial and operational performance and long-term strategy for success.
Prior to Huthwaite, Golden was the Senior Vice President of education & business development of the Mortgage Bankers Association. In this role, he was responsible for the restructuring and sustainable growth of the CampusMBA business unit. Golden created and executed new marketing strategies, established standards for operating and quality control, and implemented cost controls to maximize profit margins. Before that, Golden was Vice President of the educational services division of Learning Sciences International, a startup company providing professional development products for K-12 educators where he defined and executed the company’s go-to-market strategy. Golden also spent two and a half years at New Horizons CLC, the world’s largest independent IT training company. As Vice President of products and programs and a member of the senior executive team, Golden managed a $32 million business unit responsible for sourcing, building and providing products and services to franchise locations in more than 50 countries.
Golden started his career in the learning industry at SmartForce (formerly CBT Systems) in Dublin, before moving to the corporate HQ in Silicon Valley, California to launch the first fully integrated online learning platform.
How is leading a business in the U.S. different from leading a company based in Ireland?
In some ways this is hard to answer, as I have never led a company in Ireland. My leadership experience has all been in the U.S., however, I would say that while there are some obvious cultural differences, I don’t think they are so great as to change the fundamentals of good leadership – which I believe are pretty much global. In Ireland, given its size, relationships probably play a slightly greater role because the personal relationship has always been an integral part of how Irish people do business, whereas in the US, given the fact that many of those you lead or do business with are spread across the country (even the globe) – and you rarely see them face-to-face – the relationship element plays less of a role. In other words, I feel in the U.S. you can operate in a very pragmatic manner and be all about business – whereas in Ireland you may need to temper this a little with the relationship element.
What is the biggest pro of adopting sales software in an organization? Biggest con?
The biggest pro to adopting sales software is that you can provide sales people with real time tools to do their jobs better while allowing sales management to have greater visibility into opportunities and pipeline, which in turn allows them the opportunity to coach more proactively and in a more targeted fashion. It is through this lens that you need to evaluate software before deciding to deploy it with your sales organization. For example, ask yourself “Does it help organize the sales person’s approach to an opportunity; does it reinforce the right behaviors, tactics and approach and does it provide managers with insights to coach to?”
On the con side is the “shiny new toy” syndrome, where management may come across a great piece of software that will provide lots of data for management, but has no real benefit for the sales person – and thus the deployment just sucks up time, resources and money and because it doesn’t benefit the sales person. The data returned is junk.
What advice would you offer to executives looking to find the best software package and implement it successfully within their organization, in a timely manner?
In terms of choosing software, I would refer back to the questions I mentioned above – ask yourself “Does it help organize the sales person’s approach to an opportunity, does it reinforce the right behaviors, tactics and approach and does it provide managers with insights to coach to?” Using these simple questions as a first step in your evaluation process will save you a lot of time and qualify out applications that are not going to be successful.
Secondly is to take an iterative approach to implementation. Don’t try to roll out all the features of a software application at one time. Pick one or two that have the biggest benefits and are the easiest to learn and adopt. Then spend a period of months getting people to use and see the value of them and only then add some others. If you take an iterative approach, especially if sales is your audience, you save a lot of time and angst and ultimately have a more successful implementation.
You have a diverse background including business development, marketing as well as quality and cost control. Which area are you most passionate about and why?
Running a business is what I am most passionate about because it forces me to draw on all my experiences and it requires a level of dexterity in that you need to be able to switch between the high-level strategic and the down-in-weeds tactical almost at will. At the end of the day, a successful business that is generating good profit margins is a measure of how well all the constituent parts are working together, and how customers value what you do – and this is what gives me the greatest satisfaction.
Having worked for a startup (Learning Sciences International, ) in the past, how did that experience prepare you for your current role as CEO for Huthwaite?
It helped me in so many ways because I am not sure you can ever match the experience of sitting at a cheap plastic table in a tiny office with just a laptop and trying to figure out how to deliver on the bold vision of the founders of the company. It was the first time I had to involve myself in every aspect of a business, so it provided a great foundation for working at Huthwaite. It also taught me that sometimes you have to try a number of different strategies and be prepared to quickly switch when one is not working. I also learned how much a small bunch of smart, motivated people can achieve and this has helped me in subsequent roles. Never fall into the trap of over-investing in resources when proper focus and nimbleness are all that is needed. Learning
Sciences International has gone from strength to strength, thanks to the ongoing vision of their founders – and I am proud that I played a small part in that story.
Where is next for yourself and for Huthwaite in 2012?
2012 is going to be a big year for Huthwaite, as we are releasing some major thought leadership research around sales and marketing alignment and the changes in buyer behavior. I will be deeply involved with this and with rolling out to the market on how they can meet these new challenges.
