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THE PRODUCTIVITY INSTITUTE NEWSLETTER Wednesday, April 28, 2010
Every company needs a social media policy to
protect both itself and its employees. In this issue of the PI newsletter, we include a very relevant
article on a case |
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Newsletter topics: Social Media Policy, Writing Skills, Legal - Social Media Policy, Business Valuation, Building Relationships, Business Reorganization
by Bruce Newman
Social media is rapidly becoming an important component of most
businesses. Whether or not these businesses utilize social media, their employees and
customers do.
The law is significantly lagging behind social media. Most of the legal
actions are based on precedent - copyright law and trademark violations being the most common.
However, what employees write, where and when they write it is becoming increasingly
important.
Recently the Supreme Court heard its first case on social media
and employee privacy rights. The article that follows this introduction (one down after
web-savvy writing tips) details the case - the outcome of which is expected in June, and will
affect the actions of many businesses in the entire country.
The moral: If you do not have a social media policy, get one!
(More articles by Bruce) by Katie Mead
 These days, regardless of your
business or industry, chances are your most effective communication tool is your website.
Conversely, a poorly written, poorly designed or out of date site can be a great liability.
Assuming you know what you want to say, using your site as an effective vehicle for communication
often comes down to two things: content and formatting. Both are essential, so here are some
tips to maximize your efforts:
Content
1. Stick to the point Who are you and what do you do? Hitting these points may sound obvious, but are often overlooked. Attention spans are short – a new visitor to your site is only willing to spend about 30 seconds exploring – it’s essential that you make a powerful impression. Don’t make them search for information about you or your services, and keep the information useful – to them, not you. (continue) Reuters – People walk down
the steps of the Supreme Court in Washington May 20, 2009. REUTERS/Molly Riley
Most of us have done it: Sent
personal emails from the company computer, texted a friend or significant other on the BlackBerry
they gave you for work. No harm, no foul, you say — our lives are so crazy these days that
it's hard not to blur the lines between the personal and the professional. Of course that's true,
but company time isn't the only issue — what about your privacy? What if the boss reads your
messages? Would you be embarrassed — or worse? Does your employer even have that
right?
The rules surrounding workplace communication in the digital age are pretty fuzzy; so fuzzy, in fact, that we still largely rely on parts of afederal law enacted in 1986 — back when fax machines were all the rage — to govern our privacy on technologies we use today. Calling someone on the phone or sending them postal mail isn’t remotely the same as sending a text or an email, so as technology develops, so must the laws that protect the privacy of our communication. "[The laws don't] really make any sense in the modern era," saysJennifer Granick, civil liberties director of the Electronic Frontier Foundation, which advocates for free-speech rights in digital communication. "It's just not the way the technology evolved." Important court battles being waged all over the country are helping to shape this area of law, but one case has made it all the way to the top of the legal system. Is Goodwill Good for Your Business? by Ken Stein
 While the answer to this goodwill
question is a resounding “yes”, one of the most perplexing questions a business owner
faces when he or she decides to sell their business is "what do I have to sell and what is it
worth?"
Most owners are familiar with balance sheet assets such as cash, accounts receivable, inventory and equipment and real estate. But other valuable business assets may not appear on the company's balance sheet. Among them are such intangible assets as intellectual property…and business goodwill. So, how do you value and monetize an asset that is not tangible, yet does contribute to income? How do you monetize a sales
process, know-how, customer lists, vendor agreements, training systems, technical process,
distribution networks, and client relationships?
(continue)
The World of Relationship is like
a Kaleidoscope by Ron Sukenick
 When we fundamentally understand
that we have a multitude of considerations that impact how we are in relationship, our view of
change and the importance of change is magnified.
Let’s take a few minutes
and communicate about relationships and change. When you were a youngster, did you enjoy
looking into a Kaleidoscope?
Were you amazed at the infinite
varieties of colors and patterns that evolved as it turned in your hand? Did you ever turn it so
quickly that you did not have a chance to fully appreciate what you were watching because things
were changing so quickly in the little viewer?
The changes in the viewer pale
in comparison to the changes experienced in the last decade--and the changes we will experience in
the years to come. There was very little to think about when turning that little Kaleidoscope:
just look and enjoy. If you view the world of relationship as a Kaleidoscope, you will see change.
Rather than standing there mesmerized or memorizing the colors and patterns as if you can keep
things the same, imagine what it might be like to be the colors.
by Donald J. Cecchi
 Reorganizing Your Company
Can Lead To Happier Customers And Employees, And Generate Bigger Profits. This Step-By-Step
Process Will Show You How To Create Change And Avoid Pitfalls.
Planning And
Implementation
Planning and implementation are the most critical phases of effecting change. The question must be asked: What must be done in order to carry the vision forward and who should be included in the process? It is now something of a cliché to say that "change must come from the top", and, like many clichés, this is certainly true. In the absence of commitment at the highest level, only minor change will be possible. However, no one person can create transformation. Also, collaborations are more productive and, ultimately, the most effective way to bring about meaningful and long-lasting change. Therefore, a team must be created that represents a cross-section of the people who will be affected by change. The reorganization team must
include both management (those with the authority to effect change) and staff. Everyone must
possess specific knowledge and expertise. In order to move the process along, and to avoid
endless planning, some members of the planning committee must possess leadership qualities.
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