When it comes to corporate communications, the writing is on the wall. Companies and their top managers need to develop a top-down approach to their online business, including social media, or find themselves left in the dust. The data supports this suggestion.

I'm not the smartest fellow in the world, but I can sure pick smart colleagues.” - Franklin D. Roosevelt

Some have referred to September as the “New January.” They consider it a time to make good on resolutions.  For that reason, I think this is good to use this season of change to focus on goals, and to realize this year’s potential before you again sing "Auld Lang Syne" for the new year.

It may seem more difficult for an expert, after decades of success, to ‘raise the bar,’ ‘achieve a personal best,’ ‘learn something new,’ or set new goals to excel. Especially for someone who has ‘seen it all.’ Investing time in education paid off in the early years, but 20 years later there are fewer resources or people who can be trusted to provide valuable new insights. As a result, it appears to me that a personal/professional skills plateau is reached, even as better results are demanded.

Carol Dweck: “Many people have told me that when they were promoted to a prestigious position, they suddenly felt, now I have to have all the answers. Now, my period of growth is over. I have to be a fully mature person who knows everything. So yes, at any point, you can fall into that trap. People who become CEOs suddenly feel they have to be gods goddesses, and not people who say, gee; I don’t know. Let’s talk about it. Let’s think about it. Let’s feel our way through this problem.”  - Source: Great article/interview on Harvard Business Review

When does personal development become a factor? I believe more than ever that an improvement in revenue and profits also relies on developing the skills and wisdom of the team and leaders.

B2B revenue growth is near impossible without strong relationships. Good relationships lead to more introductions and referrals. The introduction often happens when networking at an event from which a LinkedIn invitation is made. LinkedIn provides a way to connect and communicate without a deep investment and offers professional details you would not have otherwise.

Social media is an astounding tool in the new world of media. There is an opportunity to monitor ‘buzz’ (if that matters), make introductions and invitations, appreciate and recognize remarkable, tell a story and use as a customer service tool.

When you want to know the latest about volcanoes in Hawaii or hurricanes in Florida, there is no longer a need to wait for the 5:00 News. Twitter to the rescue, Facebook photos and videos are available. Many are provided by the humans who carry a camera and mini-computer connected to the Internet in their pocket. Government agencies and news companies are catching up and use social media tools to deliver ‘the latest’.

Without manufacturing companies, we would not have the quality of life we currently enjoy. They ‘make stuff’ is often taken for granted and what they build can be the difference between life and death.

Manufacturers are often under-appreciated as they work invisibly to deliver products that change our lives. Employees typically do not have glamorous work spaces and may appear unimpressive since their work clothing is more for function and safety than style.

Manufacturers are in a word: “Remarkable”. This is why I have come to appreciate CAMPS (Center for Advanced Manufacturing Puget Sound) as they do a great job of supporting local manufacturers.

CAMPS has grown membership of nearly 300 companies, organizations, education, and government partners supporting the region’s most innovative, high performing, and collaborating companies. These companies are focusing collectively on:

• Serving domestic and international markets
• CAMPS, as an organization, has taken a leadership role in 21^st Century Workforce solutions
• CEO’s and other leaders have adopted a primary goal of improving the image of Manufacturing to all sectors of the community, with a special focus on youth programs and transitioning military personnel

If you believe as I do about the importance of manufacturers and interested in giving support, providing service or products, you can learn more here.

What you might have missed:

On June 7th, nearly 200 CAMPS Members, industry experts, and guests were introduced to the future of manufacturing. The prime message was how technology is enabling manufacturing to reach new heights.

A hundred goals (maybe more) exist in the heads of those who are going bigger, conquering the world or changing the community. It can be difficult to line up the goals swirling in their heads. These goals are in the same mind soup, side by side with ‘old truth’ vs ‘new truth’, rumors, advice from future experts, news, big data, and ideas from a bestselling book.  (With potential distractions from ‘competitors’.)

As a result, the goals are not always aligned, and it is tempting to get ‘speed think’, make a decision now to get things done.

Today we want to remind you that ‘It is still a pig”, and a few other observations to keep it real for you about branding, social media and humans.

aka How Valuable is a CRO?

Unlike a more narrowly focused Chief Sales Officer or Chief Marketing Officer, a Chief Revenue Officer (CRO) is responsible for the entire array of revenue-driving activities – scaling revenue, overseeing sales and marketing teams, managing partner relationships, ensuring client success throughout the buyer’s journey, and maintaining brand integrity. As an organization grows, the need for a CRO often becomes more evident.

Some companies decide to onboard a CRO to better align burgeoning sales and marketing teams around a singular business goal, while others choose to bring in a CRO to bolster channel expansion efforts. Either way, a CRO will oversee the business processes and staff that accompany the end-to-end revenue value chain.

Sitting through a tense meeting where finance and sales are positioned on opposite side of the table engaged in conflict is as iconic in corporate America as a row of cubicles. In fact, for all levels of managers and executives, serving time in battle during these situations for their respective teams is essentially a rite of passage.

In these all too common scenarios, both sides often emerge worse for the wear instead of uniting to drive business growth. The result is a corporate landscape where revenue potential remains unfulfilled and employee satisfaction suffers. Organizational stagnation and, ultimately, demise can quickly follow when conflict breeds.

To attain sustainable business profitability, the issue of clashing CFO and CRO perspectives needs to be addressed and the entire premise of assigning roles needs to be examined.