On Friday I had the pleasure to present at Canadian Sport Tourism Alliance's annual conference. Attendees represent all facets of the industry, including cities, sports assocations, accommodations, transportation and venues. As I walked the tradeshow and perused the brochures, it was apparent that social media does not have a strong presence yet in sports and destination marketing.
Yet what a great opportunity to engage the entire community-a key factor required to winning bids for major events!. Here are three ideas:
1. Place a QR on your branded vehicles
2. For Destination marketing organizations, start offering social media as part of your marketing support. This will differentiate you from others!
3. Tap into your athetes and encourage them to tweet or post on Facebook in real time.
For more tips and how to get started view my presentation at : http://slidesha.re/kRgpC7
Monday, May 2, 2011
Thursday, March 24, 2011
Trying to do too much?
Sound familiar? It should! No matter the size of the organization I have worked with, a constant refrain is that "there is too much to do and not enough resources". Certainly I have felt that way myself as I adjusted to changing priorities, staff departures or adopting new technology or processes. If you work as part of a high performing team, you will enjoy and try to set higher standards or doing more with less. However, if staff are burned out, timelines are being missed or the quality is missing, there may be an issue with your strategic planning and decision-making processes.
As a senior leader in your organization, one of the most important responsibilities you have is to make choices and to communicate the direction clearly and effectively so that the rest of the organization is set up for success.
Studies have shown that organizations who try to manage too many priorities spend more of their time reporting and coordinating, rather than doing. The report card begins to move from a mix of green/yellow/red to mostly yellows and reds.
What's the first step?
Review how many objectives have been set for the year. If there are more than 3-5, take a time out. Remember that if each objective has 3-5 goals and each goal has 3-5 strategies....you get the picture! A lot of activity gets created from each objective.
Your staff are most likely very passionate, creative and resourceful, but ultimately, it is up to the Leadership team to set achievable expectations.
Let me know if I can help you, your team or your organization re-focus and re-energize.
As a senior leader in your organization, one of the most important responsibilities you have is to make choices and to communicate the direction clearly and effectively so that the rest of the organization is set up for success.
Studies have shown that organizations who try to manage too many priorities spend more of their time reporting and coordinating, rather than doing. The report card begins to move from a mix of green/yellow/red to mostly yellows and reds.
What's the first step?
Review how many objectives have been set for the year. If there are more than 3-5, take a time out. Remember that if each objective has 3-5 goals and each goal has 3-5 strategies....you get the picture! A lot of activity gets created from each objective.
Your staff are most likely very passionate, creative and resourceful, but ultimately, it is up to the Leadership team to set achievable expectations.
Let me know if I can help you, your team or your organization re-focus and re-energize.
Monday, February 21, 2011
Health Sector Resources from those in the Know
I was recently following a discussion group related to HIMMS and saw one that invited people to share their favourite health sector sources. As I reviewed the list and started to make notes, I thought, why not share with a broader audience? So here is the list from a variety of colleagues involved in healthcare, for your interest:
Books:
Healthcare Quality Handbook by Janet Brown
Results that Last by Quint Studer
Innovators Prescription: A Disruptive Solution for Healthcare by Jason Hwang and Clayton Christensen
Chaos & Organization in Health Care by Thomas Lee MD and James Nonjan MD
Journals:
Health Management Technology
Journal of HIM
Journal of AHIMA
Web:
www. Advanced.com
www. ihealthbeat.org
Twitter:
#hcsmca
#cmaer
#HIMSS11
#ehealth
Thursday, February 17, 2011
Aging: the next hot opportunity
As I approach the mid-century mark in the next few years, you could say this is self-serving. Fair enough! I was inspired by a client I am working on behalf of to think about what aging means to me. Of course, we all know about the aging demographic in North America and Europe. And smart companies and organizations are thinking about how to re-tool what they do to tap into the tremendous opportunities. While cosmetics companies have been promoting anti-wrinkle and age defying make up for years, others are looking at brain mapping, cures for dementia or how to keep seniors living independently for longer. I hope you are thinking about how you and your organization can leverage this exciting shift.
On a personal level, here's my list of why being a senior is better than being a teenager:
1. No pimples
2. You can be cranky and people make allowances
3. Maybe you don't move as fast, but you probably have a better strategy
4. Hopefully you have the money and the time to do what you like
5. Grandchildren to dote on and then send home
6. Friendships to treasure that you have built over a lifetime
7. You have learned how to roll with the punches
8. Ability to start a second, third or fourth career
9. The teen age years of resisting peer pressure on smoking, drugs and alcohol have paid off
10. We were there for the Rolling Stones, Nirvana and countless other hot bands
On a personal level, here's my list of why being a senior is better than being a teenager:
1. No pimples
2. You can be cranky and people make allowances
3. Maybe you don't move as fast, but you probably have a better strategy
4. Hopefully you have the money and the time to do what you like
5. Grandchildren to dote on and then send home
6. Friendships to treasure that you have built over a lifetime
7. You have learned how to roll with the punches
8. Ability to start a second, third or fourth career
9. The teen age years of resisting peer pressure on smoking, drugs and alcohol have paid off
10. We were there for the Rolling Stones, Nirvana and countless other hot bands
Tuesday, February 15, 2011
Primary Care as Complex Adaptive System
Primary Care is a fascinating and rewarding sector that I enjoy working in tremendously. I recently summarized a presentation made by Dr. Clare Liddy at the OCRI Health IT lunch series, held February 9, 2011. Please read about it in Michael Martineau's blog at http://ehealthmusings.wordpress.com/2011/02/11/primary-care-as-an-example-of-complex-adaptive-systems-presentation-by-dr-clare-liddy/
Tuesday, December 21, 2010
What would Julia Child say about your Planning Process?
In the movie "Julie and Julia", we see Julia Child on her first day at the Cordon Bleu cooking school. Does she learn the finer points of French pastry or making a perfect court bouillon? Non! She is tasked with how to properly chop onions and takes it upon herself to practice unless she perfects this basic skill.
For many organizations, the 24/7 culture with its high demands makes it tempting to skip over business fundamentals such as a disciplined planning process in favour of "cutting to the chase" and whipping out a plan.
Planning does not have to be complicated or time consuming, but it does require reflection and discussion from various levels and functions of your organization. Simply handing over the "recipe" is no guarantee of success. Great organizations learn from their past, take pride in quality effort at each step, build on their skills, adjust to current conditions and then enjoy the fruits of their labour.
Would Julia approve of your efforts?
For many organizations, the 24/7 culture with its high demands makes it tempting to skip over business fundamentals such as a disciplined planning process in favour of "cutting to the chase" and whipping out a plan.
Planning does not have to be complicated or time consuming, but it does require reflection and discussion from various levels and functions of your organization. Simply handing over the "recipe" is no guarantee of success. Great organizations learn from their past, take pride in quality effort at each step, build on their skills, adjust to current conditions and then enjoy the fruits of their labour.
Would Julia approve of your efforts?
Tuesday, December 7, 2010
The Sled Dogs: Best Practices in Volunteer - Run Organizations
For the third year in a row, I have volunteered to help put on the Ladies Speed Event in Alpine Skiing at beautiful Lake Louise. A typical day starts with a 6:30 am breakfast, on the hill at 7:30 am and ends between 3 and 5:00. Temperatures can go as low as - 55 but I'm not sure it ever goes above 0! Why do I-and hundreds of others from across Canada, the US, Europe, Australia and New Zealand- keep returning? And by the way, the return rate is over 85%. Here are some simple lessons learned that can be applied to your organization:
1. Great leadership & planning: The leaders of the Sled Dogs are committed to putting on a safe and fair race, on schedule. They lead by example: they are often the first on the hill and the last off. Planning happens months in advance to ensure appropriate resources are aligned and available. Day to day (and sometimes minute to minute) plans are adjusted as necessary for the conditions.
2. Teamwork and friendship: Each volunteer is assigned to a crew chief and although there is role clarity, everyone pitches in as necessary and cheerfully. There is emphasis on safety and we look out for each other and the athletes. Friendships are formed- research shows that having a friend at work is an important element for employee satisfaction. This applies in the volunteer sector as well.
3. Recognition: I am amazed by how the leadership knows each volunteer's name, and uses it. Leaders and team mates make an effort to thank each other for their efforts. In addition, those who have made a significant contribution over the years earn the right to wear a special belt buckle that is presented in front of the entire team. We also receive a piece of clothing as part of our uniform each year. This reinforces our identity and is also a nice thank you.
4. Communications: There are multiple levels of communications and the Sled Dogs use a variety of techniques. We receive a blog or emails throughout the year to keep us linked to the organization even in the heat of summer when snow is far from our minds. During race week, each day starts with a general briefing. This is followed by a meeting with the crew chief. Throughout the day, radios are used to communicate necessary information and protocols and etiquette are rigorously adhered to.
5. Belonging to something bigger: The volunteers are from every walk of life- doctors, teachers, small business owners, judges, helicopter pilots, firefighters, nurses- you name it! But what we all have in common is a passion to help alpine athletes from around the world to compete at their best...and hopefully put a Canadian on a podium.
Holding a high risk event that is subject to the whims of mother nature, dependent on volunteers and confined to a TV schedule is no easy feat. By applying best practices and fostering a culture of respect and trust, the Sled Dogs make it look easy.
1. Great leadership & planning: The leaders of the Sled Dogs are committed to putting on a safe and fair race, on schedule. They lead by example: they are often the first on the hill and the last off. Planning happens months in advance to ensure appropriate resources are aligned and available. Day to day (and sometimes minute to minute) plans are adjusted as necessary for the conditions.
2. Teamwork and friendship: Each volunteer is assigned to a crew chief and although there is role clarity, everyone pitches in as necessary and cheerfully. There is emphasis on safety and we look out for each other and the athletes. Friendships are formed- research shows that having a friend at work is an important element for employee satisfaction. This applies in the volunteer sector as well.
3. Recognition: I am amazed by how the leadership knows each volunteer's name, and uses it. Leaders and team mates make an effort to thank each other for their efforts. In addition, those who have made a significant contribution over the years earn the right to wear a special belt buckle that is presented in front of the entire team. We also receive a piece of clothing as part of our uniform each year. This reinforces our identity and is also a nice thank you.
4. Communications: There are multiple levels of communications and the Sled Dogs use a variety of techniques. We receive a blog or emails throughout the year to keep us linked to the organization even in the heat of summer when snow is far from our minds. During race week, each day starts with a general briefing. This is followed by a meeting with the crew chief. Throughout the day, radios are used to communicate necessary information and protocols and etiquette are rigorously adhered to.
5. Belonging to something bigger: The volunteers are from every walk of life- doctors, teachers, small business owners, judges, helicopter pilots, firefighters, nurses- you name it! But what we all have in common is a passion to help alpine athletes from around the world to compete at their best...and hopefully put a Canadian on a podium.
Holding a high risk event that is subject to the whims of mother nature, dependent on volunteers and confined to a TV schedule is no easy feat. By applying best practices and fostering a culture of respect and trust, the Sled Dogs make it look easy.
Subscribe to:
Posts (Atom)