The Beginner's Guide to Email Marketing [Free Ebook]

Companies often list email as one of their most powerful marketing channels. With email usage worldwide projected to reach 3 billion users by 2020, businesses simply have to continue using email marketing to reach their audiences if they want to scale quickly.

But anyone who’s tried email marketing knows it’s not as simple as quickly drafting a message and hitting the “send” button. You have to build a healthy email list, make sure you’re complying with CAN-SPAM regulations, segment your lists so you’re delivering the right messages to the right people, create different types of emails for all different situations, design attractive and on-brand emails, analyze results ... is your head spinning yet?

Yes, effective email marketing takes time, effort, and strategy, but it's something you can learn and implement quickly. We've creating a new guide to help you do just that: The Beginner's Guide to Email Marketing.

This email marketing beginner's guide will take you step-by-step through how to get started with email marketing, starting at the very beginning. It covers:

• Email marketing best practices;
• How to grow a healthy email list;
• How to save time using email automation;
• The different types of marketing emails (with examples);
• The most important email metrics to measure (with formulas);
• An email A/B testing checklist.

This guide will give you all the information you need to start a successful email campaign on your own. So download our free ebook,The Beginner's Guide to Email Marketing, and you’ll find that you don’t need to be a seasoned email marketing expert to see a positive ROI in a short amount of time.

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15 Common Logical Fallacies and How to Spot Them

Logical fallacies -- those logical gaps that invalidate arguments -- aren't always easy to spot.

While some come in the form of loud, glaring inconsistencies, others can easily fly under the radar, sneaking into everyday meetings and conversations undetected.

Having an understanding of these basic logical fallacies can help you more confidently parse the arguments and claims you participate in and witness on a daily basis -- separating fact from sharply dressed fiction.

Our list is by no means an exhaustive guide to every formal and informal fallacy, but it should help you build better arguments and identify logical missteps. 

15 Common Logical Fallacies

1) The Straw Man Fallacy

This fallacy occurs when your opponent over-simplifies or misrepresents your argument (i.e., setting up a "straw man") to make it easier to attack or refute. Instead of fully addressing your actual argument, speakers relying on this fallacy present a superficially similar -- but ultimately not equal -- version of your real stance, helping them create the illusion of easily defeating you.

Example:

John: I think we should hire someone to redesign our website.

Lola: You're saying we should throw our money away on external resources instead of building up our in-house design team? That's going to hurt our company in the long run.

2) The Bandwagon Fallacy

Just because a significant population of people believe a proposition is true, doesn't automatically make it true. Popularity alone is not enough to validate an argument, though it's often used as a standalone justification of validity. Arguments in this style don't take into account whether or not the population validating the argument is actually qualified to do so, or if contrary evidence exists.

While most of us expect to see bandwagon arguments in advertising (e.g., "three out of four people think X brand toothpaste cleans teeth best"), this fallacy can easily sneak it's way into everyday meetings and conversations.

Example:

The majority of people believe advertisers should spend more money on billboards, so billboards are objectively the best form of advertisement.

3) The Appeal to Authority Fallacy

While appeals to authority are by no means always fallacious, they can quickly become dangerous when you rely too heavily on the opinion of a single person -- especially if that person is attempting to validate something outside of their expertise.

Getting an authority figure to back your proposition can be a powerful addition to an existing argument, but it can't be the pillar your entire argument rests on. Just because someone in a position of power believes something to be true, doesn't make it true.

Example:

Despite the fact that our Q4 numbers are much lower than usual, we should push forward using the same strategy because our CEO Barbara says this is the best approach.

4) The False Dilemma Fallacy

This common fallacy misleads by presenting complex issues in terms of two inherently opposed sides. Instead of acknowledging that most (if not all) issues can be thought of on a spectrum of possibilities and stances, the false dilemma fallacy asserts that there are only two mutually exclusive outcomes.

This fallacy is particularly problematic because it can lend false credence to extreme stances, ignoring opportunities for compromise or chances to re-frame the issue in a new way.

Example:

We can either agree with Barbara's plan, or just let the project fail. There is no other option.

5) The Hasty Generalization Fallacy

This fallacy occurs when someone draws expansive conclusions based on inadequate or insufficient evidence. In other words, they jump to conclusions about the validity of a proposition with some -- but not enough -- evidence to back it up, and overlook potential counterarguments. 

Example:

Two members of my team have become more engaged employees after taking public speaking classes. That proves we should have mandatory public speaking classes for the whole company to improve employee engagement.

6) The Slothful Induction Fallacy

Slothful induction is the exact inverse of the hasty generalization fallacy above. This fallacy occurs when sufficient logical evidence strongly indicates a particular conclusion is true, but someone fails to acknowledge it, instead attributing the outcome to coincidence or something unrelated entirely.

Example:

Even though every project Brad has managed in the last two years has run way behind schedule, I still think we can chalk it up to unfortunate circumstances, not his project management skills.

7) The Correlation/Causation Fallacy

If two things appear to be correlated, this doesn't necessarily indicate that one of those things irrefutably caused the other thing. This might seem like an obvious fallacy to spot, but it can be challenging to catch in practice -- particularly when you really want to find a correlation between two points of data to prove your point.

Example:

Our blog views were down in April. We also changed the color of our blog header in April. This means that changing the color of the blog header led to less views in April.

8) The Anecdotal Evidence Fallacy

In place of logical evidence, this fallacy substitutes examples from someone's personal experience. Arguments that rely heavily on anecdotal evidence tend to overlook the fact that one (possibly isolated) example can't stand alone as definitive proof of a greater premise.

Example:

One of our clients doubled their conversions after changing all their landing page text to bright red. Therefore, changing all text to red is a proven way to double conversions.

9) The Texas Sharpshooter Fallacy

This fallacy gets its colorful name from an anecdote about a Texan who fires his gun at a barn wall, and then proceeds to paint a target around the closest cluster of bullet holes. He then points at the bullet-riddled target as evidence of his expert marksmanship.

Speakers who rely on the Texas sharpshooter fallacy tend to cherry-pick data clusters based on a predetermined conclusion. Instead of letting a full spectrum of evidence lead them to a logical conclusion, they find patterns and correlations in support of their goals, and ignore evidence that contradicts them or suggests the clusters weren't actually statistically significant. 

Example:

Lisa sold her first startup to an influential tech company, so she must be a successful entrepreneur. (She ignores the fact that four of her startups have failed since then.)

10) The Middle Ground Fallacy

This fallacy assumes that a compromise between two extreme conflicting points is always true. Arguments of this style ignore the possibility that one or both of the extremes could be completely true or false -- rendering any form of compromise between the two invalid as well.

Example:

Lola thinks the best way to improve conversions is to redesign the entire company website, but John is firmly against making any changes to the website. Therefore, the best approach is to redesign some portions of the website.

11) The Burden of Proof Fallacy

If a person claims that X is true, it is their responsibility to provide evidence in support of that assertion. It is invalid to claim that X is true until someone else can prove that X is not true. Similarly, it is also invalid to claim that X is true because it's impossible to prove that X is false.

In other words, just because there is no evidence presented against something, that doesn't automatically make that thing true.

Example:

Barbara believes the marketing agency's office is haunted, since no one has ever proven that it isn't haunted.

12) The Personal Incredulity Fallacy

If you have difficulty understanding how or why something is true, that doesn't automatically mean the thing in question is false. A personal or collective lack of understanding isn't enough to render a claim invalid.

Example:

I don't understand how redesigning our website resulted in more conversions, so there must have been another factor at play. 

13) The "No True Scotsman" Fallacy

Often used to protect assertions that rely on universal generalizations (like "all Marketers love pie") this fallacy inaccurately deflects counterexamples to a claim by changing the positioning or conditions of the original claim to exclude the counterexample.

In other words, instead of acknolwedging that a counterexample to their original claim exists, the speaker ammends the terms of the claim. In the example below, when Barabara presents a valid counterexample to John's claim, John changes the terms of his claim to exclude Barbara's counterexample.

Example:

John: No marketer would ever put two call-to-actions on a single landing page.

Barbara: Lola, a marketer, actually found great success putting two call-to-actions on a single landing page for our last campaign. 

John: Well, no true marketer would put two call-to-actions on a single landing page, so Lola must not be a true marketer. 

14) The Tu quoque Fallacy

The tu quoque fallacy (Latin for "you also") is an invalid attempt to discredit an opponent by answering criticism with criticism -- but never actually presenting a counterargument to the original disputed claim. 

In the example below, Lola makes a claim. Instead of presenting evidence against Lola's claim, John levels a claim against Lola. This attack doesn't actually help John succeed in proving Lola wrong, since he doesn't address her original claim in any capacity.

Example:

Lola: I don't think John would be a good fit to manage this project, because he doesn't have a lot of experience with project management.

John: But you don't have a lot of experience in project management either!

15) The Fallacy Fallacy

Here's something vital to keep in mind when sniffing out fallacies: just because someone's argument relies on a fallacy doesn't necessarily mean that their claim is inherently untrue.

Making a fallacy-riddled claim doesn't automatically invalidate the premise of the argument -- it just means the argument doesn't actually validate their premise. In other words, their argument sucks, but they aren't necessarily wrong. 

Example: 

John's argument in favor of redesigning the company website clearly relied heavily on cherry-picked statistics in support of his claim, so Lola decided that redesigning the website must not be a good decision.  

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6 Phrases to Demonstrate Active Listening -- at Work, or Elsewhere

A few weeks ago, I had an alarming revelation: I'm a crappy listener.

That came to light when someone important to me pointed out that I don't seem to have any interest in what he does for work. “Your eyes just glaze over whenever I talk about my job,” he told me.

I couldn't deny that. And it wasn't limited to him -- whenever someone spoke to me about something that I found less than fascinating, I had a tendency to tune it out. In reality, I could learn to appreciate my friend's line of work, for example, if I learned to listen actively.

It's an imperative skill -- at work, and in your personal life. After all, if you’re never paying attention to what your boss, your significant other, or your kids are saying to you, how are they supposed to take you seriously? How can you expect them to come to you for advice, or with important information? When you don’t listen, you set the precedent that you can’t be trusted to absorb what matters to other people. 

That’s why it’s imperative to learn how to listen actively. It’s one thing to sit and make eye contact with the person speaking to you. But are you really absorbing what they’re saying? And moreover, are you responding in a way that communicates that you’re actually listening -- and that you have something worthwhile to say in return? 

There are a few key phrases out there to demonstrate that you’re listening actively. And it’s true -- you’re not going to care about every conversation that someone initiates with you. But even if the topic isn’t important to you, the person sharing it might be. Read on to learn how to pay better attention, and how to show that you’re doing so.

How We Listen

The Process

To listen, according to Merriam-Webster, is “to hear what someone has said and understand that it is serious, important, or true.”

It’s that second part of the definition that stands out to me -- especially when it comes to active listening. It’s the genuine absorption of what someone is saying to us that reinforces and communicates how seriously we’re taking it, or appreciate its importance.

Of course, there are many reasons to listen. It helps us to satisfy different physiological goals. We listen to alter our moods, stay alert, and figure stuff out -- in humans, that’s been the case for pretty much as long as we’ve existed. The process starts when we receive auditory stimuli. Then, our brains have to interpret that stimulus. That's enhanced by other senses -- like sight -- which help us better interpret what we're hearing. That’s important. When someone is sharing information with us, our non-verbal reaction also communicates to that person how actively we’re listening.

Once we receive and interpret auditory signals, we follow a series of steps that consist of recalling, evaluating, and responding to the information we consume:

Source: Matthew Edward Dyson

All three of those steps are imperative to active listening. Numerous studies have discovered how listening triggers a widespread network of activity throughout the entire brain -- and it’s why auditory stimuli is often strongly linked to memory.

When We Don't Listen

Of course, we have to be paying attention in order to be able to recall, evaluate, and respond to what someone tells us. And even if we are, how we respond can send a variety of signals back to our conversational counterpart. Statements like, “I see,” or, “Cool,” for example, aren’t exactly active phrases. Rather, they exhibit a state of passive listening that communicates we hear the person, but probably don’t care.

And that’s not how anyone -- let alone important people in your life, like your family or your boss -- wants to be treated. Even if your significant other is telling you about his day, responding with something like, “Mm-hmm” doesn’t exactly send the message that you have great concern for what’s being said.

And even then, our intentions might be good. According to a coaching presentation created by Viorica Milea, there are many non-malicious explanations behind why we don’t listen. These are things like distractions, which abound in today’s device-centric world, and our tendency to start thinking ahead while the person is still talking -- what Milea calls "judging," which happens when we've preemptively "made assumptions" about what the person is going to say.

The Mutual Benefit of Active Listening

That’s why active listening is good for both parties in a conversation. It benefits the person speaking by helping to insure that she’s actually being heard. But it also benefits the listener -- learning to put distractions and preemptive judgments (well-intended or not) aside will not only prevent you from missing important details, but also, can help teach you how to tune out unnecessary interruptions while focusing on other important tasks.

Practicing the incorporation of these phrases into conversations is a great way to get started. When someone is speaking to you, keep these in mind -- if you feel your attention start to drift, or a notification appears on your phone, or you begin thinking ahead, come back to your mental inventory of these phrases to demonstrate and execute active listening.

6 Phrases to Demonstrate Active Listening

1) “Do you mean … ?”

Why

Sometimes, it seems like life is one long game of Telephone. Even if we interpreted something one way, the person who said it may have meant it completely differently.

That’s why it’s important to make sure you’re getting the full story from the person you’re listening to, and understanding it correctly. By asking for clarification, you’re not only encouraging more details from someone who might be timid about bringing something up, but also, you’re making sure you actually heard a statement as it was intended.

Alternatives

• “I’m not sure I understand.”
• “Could you tell me a bit more about that?”

2) “It sounds like … ”

Why

This phrase is another one that helps to provide clarification by demonstrating your empathy. But be careful with this one, and make sure you’re not telling your counterpart how she feels, but rather, phrasing it as an expression of how you interpret her emotions.

I have a tough time admitting when I’m upset about something, especially in a professional setting. But my manager happens to excel at active listening, and is very good at reading what I’m not saying in a conversation -- and responding in kind. When I was disappointed about the outcome of a project, for example, I didn’t exactly say so, but she said, “It sounds like you’re feeling a little defeated.” I was, and having her say that to me out loud helped me take a proactive approach to the project moving forward.

Alternatives

• “What I’m hearing is … "
• “You seem a bit … ”

3) “Really?”

Why

This phrase is one that Milea helps to demonstrate encouragement during a conversation. It reminds the person speaking that you’re paying attention by encouraging them to elaborate on something they’ve said to you.

Alternatives

• “When?”
• “How?”
• “You’re kidding.”

4) “I’ve noticed that … ”

Why

Here’s another term that shows how much attention you’re paying. By pointing out your observations about someone’s behavior or tendencies while she’s speaking, you’re not only fully absorbing her words -- you’re also taking the non-verbal communication into consideration.

Instructors at the University of Central Florida use the example of, “I’ve just been noticing that when you talk about your conclusions, you smile. That makes me think you’re comfortable with the direction.” Making sure you know what someone means isn’t limited to the spoken word -- you want to clarify what nonverbal behavior could indicate, too.

5) “Let me make sure I’ve got this right.”

Why

Another method of active listening is checking in with your counterpart to summarize what you’ve heard them say thus far. By repeating back something to the person you’re listening to, you’re not only demonstrating that you’ve been paying attention, but also, you’re further ensuring that you understand what the person actually means, and that you heard her correctly.

Alternatives

• “These are the main points I’ve heard you make so far.”
• “Let’s make sure I’m hearing you correctly.”
• “Let’s pause to make sure we’re on the same page.”

6) “I’m sorry. That really sucks.”

Why

I joke about this one with my colleagues a lot. It goes back to the big idea of empathy and those occasions when, for just a moment, you want to have a pity party, rather than receiving proactive advice. Of course, you’re ready for that advice eventually, but not right away.

That’s why, when someone is sharing his frustrations with you, one of the most impactful things you can do is verbally acknowledge how crummy the situation is. Rather than invalidating the person’s emotions by immediately launching into suggestions for what she should do, you’re pausing to provide empathy, and to allow the person to work through what’s bothering him.

Alternatives

• “I’m sorry you’re going through that.”
• “What a crappy situation to be in. I’m sorry.”
• “That’s rough. How can I help?”

Listen Carefully

We get it. You’ve got enough on your plate. There’s always a deadline, and there’s always somewhere you need to be. It can be hard to genuinely pay attention, especially when you’ve got a long to-do list that’s occupying your mental energy.

But as we’ve mentioned, active listening doesn’t just benefit your conversational counterpart -- you also stand to gain from it. From making sure you don’t miss important details, to exercising focus for any important task, putting these phrases into practice can help you become a proactive, empathetic listener.

What are your go-to phrases to demonstrate active listening? Let us know in the comments.

 

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How to Build a Productive Company Culture

Every company has a culture, much like every individual has a personality.

And like a personality, a company’s culture can develop organically over time. Or, it can be purposefully molded, shaped using specific values and practices to achieve a particular goal, like productivity.

This article is about the latter. It's about creating a culture that's productive by design.

Fostering a Productive Company Culture

Culture consists of set values and practices that are shared by a group of people. A club, for instance, or a company or a country.

Values are the concepts that dictate our sense of right and wrong.

Practices are the specific actions we take to reinforce our values.

For example, an honest person:

1. Values integrity
2. Practices leaving a note after damaging a stranger’s car with a shopping cart

Now that you know the building blocks of culture (and personality, for that matter), here's a crash course in the values and practices proven to foster productivity at work:

1) Value: Health

People ignore their health because being unhealthy is so much easier and cheaper, so much more fun. But that’s the wrong way. We all know it is.

And while employers can't force their people to live better, healthier lives, it’s certainly in their best interest to make it easier for them. Because, as you’re about to find out, health is the bedrock of productivity:

Practice: Sleep

At 9:00 AM, Freddie walked into his office clutching a cup of black coffee. He’s been up for about six hours.

At his desk, he took off his backpack, unzipped the main compartment and removed his laptop, setting it down gently next to a framed photo of his newborn daughter, Sofia.

He smiled at the picture and thought, She’s worth every waking moment.

TRY: Office Nap Rooms

Harvard researchers say that sleep deprivation causes creativity lapses, memory loss, and job burnout, which costs employers $63 billion a year in lost productivity. To put that into perspective, each tired worker zones out for almost 8 cumulative workdays a year.

A nap room is a designated, comfortable space employees can use to recharge. It’s a place to go if you’ve had a restless night, for any number of reasons.

HubSpot’s CEO, Brian Halligan, told The New York Times that his best ideas come to him either right before or after a nap. “I’m trying to encourage more people to have naps,” explained Brian, “because, hopefully, more people will have these brilliant ideas.” It may be unorthodox, but Brian’s pro-napping philosophy is backed by research proving that even quick “power” naps will boost memory, creativity, and energy levels.

Practice: Nutrition

“Hey Eddie,” said Marvie, my colleague. “You okay? Have a headache?”

I picked my head up off my desk and cracked a smile. “No,” I said. “Had a burrito.”

TRY: Healthy Office Kitchens

I have a problem. It’s called eating-Chipotle-at-noon-on-a-workday.

I love Chipotle. I love the way it smells when I walk in, and the anticipation that washes over me in line. I love the way it tastes when I finally bite into it, and the “full feeling” I get after I consume an entire burrito and Coke and chips and guac …

But my brain hates it -- and here’s why: My body digests Chipotle burritos very slowly. In fact, my digestive system works so hard to process all the carbs and fat that the flow of oxygen to my brain becomes stifled. Grogginess sets in. I become unproductive. Of course, I’m not alone. Most people react this way after eating a lot.

Thing is, we all know that a heavy work lunch is a bad idea. We just don’t care. By noon, we’re too hungry and drained to make the right decision, so we go with what’s easiest, or most tempting. Employers that stock their office kitchens with light, healthy options are making it easier for their people to graze throughout the day. Grazing keeps employees’ blood sugar stable, which helps them make good choices come lunch time. Choices that will support healthy bodies as well as productive, healthy minds.

Think of it this way: Eating healthy isn’t about resisting temptation. It’s about making the decision to eat healthy as easy and simple as possible.

Practice: Exercise

Kim and Sarah stepped out for lunch before their 1:00 PM conference call. The two women have worked together for years.

“How much do you pay for your gym membership?” asked Kim, making conversation.

“Oh, man … ” Sarah said, “almost $60 a month.”

“That much?”

“Yeah,” said Sarah. “Work pays for half of it, but I still don’t go. Hard to find the energy, you know?”

TRY: Office Exercise Competitions

Recently, a team of British researchers launched an app designed to collect data on human happiness. Here’s how it works: Once a day, users receive a home screen notification asking them 1) what they're doing and 2) how happy they are doing it.

They found that sex makes people the happiest, but exercise is a close second. Exercise also increases energy levels in the short-term while slowing brain degeneration over the long-term. These benefits, however, don't make it any easier to start an exercise routine. The more sedentary you are, the more uncomfortable it can be to get moving.

That said, few things compel action like peer pressure: After studying elite rowers at Oxford University, researchers concluded that exercising with others releases brain chemicals that suppress pain and induce happiness. Therefore, companies that organize team exercise competitions are making it easier for people to take that first step, which is significant because happy people make productive employees.

2) Value: Autonomy

An autonomous employee is empowered to make decisions on behalf of her or his organization. They’re also held accountable for those decisions, which seems intimidating and stressful but, in fact, has been proven to increase job satisfaction and, in turn, productivity.

Furthermore, empowered workers are generally more satisfied at the end of a long day. They’re also less likely to quit, largely because they have a sense of ownership over their work and time, brought on by:

Practice: Flexibility

“Is he asleep?”

“Yeah, out like a light.”

“I’m so sorry, Matt,” said Yona. “I should've been there to pick him up when I said I would.”

“It’s okay, Yona. I understand. Nate’s school understands. Work’s work. What can we do?”

The electric teapot clicked off. Yona stood up to pour herself a cup of tea, adding honey and a lemon wedge for her sore throat. Then she sat back down and let the teabag steep.

“I’m exhausted,” she said.

“I know,” said Matt. “I am, too.”

TRY: Flextime

A flextime policy gives employees more freedom over when and where they work. It throws out the convention that workers must abide by a uniform schedule, which people appreciate. People value the work-life balance flextime provides, the control it gives them back over their time.

Flextime empowers professionals to focus less on time and more on deliverables, on quality. It also helps parents be parents, and caretakers be caretakers. Forcing people to choose between work and family is wrong because it’s unfair. The fact that technology makes it largely unnecessary adds bite, too.

Practice: Generosity

Genevieve was too eager to wait for the elevator. She took the stairs.

She
made
her way
down the
steps quickly.
Two flights and
a walk-down-the-hallway later, she was where she was going: Her manager’s office.

The door was open. She walked in with a smile and told her boss the good news:

“Dan proposed yesterday!” she said. She was flushed. She asked for a week off next month. Dan had asked her to take a trip together. “Something to celebrate, I guess,” explained Genevieve.

“Vievie,” said her manager, “I'm so, so happy for you. I am. But I don't know if I can sign off on this.” Genevieve pursed her lips. Her eyes shot down to her toes. “You're already a couple days in the hole from that last vacation you took eight months ago.”

“I know, I am,” said Genevieve, “and I hate to ask, but I just had no idea,” she smiled a genuine smile.

“I’m sorry,” said her manager. “I am.”

TRY: Unlimited PTO

In 2015, the CEO of Mammoth, a HR company, decided to give his employees unlimited vacation time. A year later, nothing really changed: His employees took roughly the same number of vacation days under the unlimited policy as they did the year before.

Interestingly, even though people hardly took advantage of the generous policy, they still cited it as one of their most valued benefits. Why? To understand, consider the message an unlimited vacation policy sends to employees:

• You’re independent: “We hired you to do a job. How you get it done is up to you.”

• You’re trusted: “We’re confident you’ll make the responsible choice for the company, and yourself.”

• You’re an individual: “We respect that your situation is unique.”

Being employed under these terms is empowering. Empowerment, then, breeds productivity.

Practice: Accountability

Oliver works from home three or four days a week. He wakes up around 9:00 AM, just as his wife is arriving at her own job in a corporate office complex 45 minutes away.

Most days, he hops out of bed refreshed. He puts on a pair of sweatpants and a Henley shirt. He brushes his teeth. He fries a couple eggs. He eats. No rush. Eventually, he sits down at his desk, muttering the same two words damn near every day, his entree into work: “What now?”

TRY: Short-term goals.

While flexible schedules and generous time-off packages give people space, goals keeps people grounded and focused, accountable for their time and performance. Goals let employees know what the business expects of them, and when it’s due.

Short-term goals, specifically, are effective time-management devices because they can be refreshed every day, even every hour. Knowing exactly what’s in the work queue each morning is a comforting feeling. Plus, taking the first step is easier when you know what the second will be, not to mention the third and fourth and so on.

3) Value: Tact

Tactful people get along. They’re well-liked because they’re generally considerate and respectful. Their emotional intelligence drives healthy collaboration, which is productive on it’s face.

Organizations that value and reinforce tact are enabling employees to get more done in less time.

Practice: Respecting Inertia

John was staring again.

Not at anything in particular, just at an arbitrary spot on his desk. It had no significance, really. It just happened to be where his gaze landed as fell deeper into thought, on the brink of an idea … something valuable … something that would change the way …

“Hey, John?” said a voice.

Concentrate, John thought, still fixated on the spot. Don't lose this.

“Hey John, so-listen-to-this …”

Fffff … it’s gone. “Yeah,” said John, deflated. “What is it?”

TRY: The “Headphones” Rule

Inertia is a terrible thing to waste because starting something, especially at work, is so difficult. But it still happens all the time, especially at work. In offices, particularly those with open layouts, sudden interruptions force professionals to repeatedly start over, losing their focus and, more painfully, their ideas in the process.

Researchers at the University of California, Irvine, who studied office workers, say it can take more than 23 minutes for an employee to get back on track after being interrupted. That amounts to more than 28 billion wasted hours every year. The cost? More than a $1 trillion.

The “Headphones” Rule is a small action that can help change this behavior. It’s rooted in a simple gesture: If a colleague has headphones on, don’t interrupt them. Instead, send them an email or a meeting invite.

You can be sure that, unless it’s an emergency, they’ll appreciate it.

Practice: Respecting Time

The conference room was quiet. Nobody wanted to start.

“Does anyone want to start?” asked Sam. Earlier that day, she had called the meeting to discuss next steps for the new eBook idea she’d proposed in the last team meeting. Her Outlook invite was brief and to the point:

Team, it started, this meeting is to discuss next steps for the new ebook idea I proposed in our last meeting.

“In that case, I guess I’ll start,” Sam said, awkwardly. “Though I’ll admit I really just wanted to spitball ideas here. Brainstorm, I guess … ”

TRY: The “Meeting” Rule

It’s estimated that unnecessary or unorganized meetings cost U.S. businesses $37 billion a year.

In fact, you’re going to waste 31 hours in meetings this month. That’s 31 hours you could be putting towards getting shit done, towards being productive. Instead, you’ll be forced to make up that company time, probably by digging into your own.

The “Meeting” Rule curtails the impact by attaching several minimum requirements to each invite. Specifically, every meeting must:

• Start with a general goal (e.g., Generate 10 article topics for the blog.)
  

• Follow a timed agenda (e.g., Mike’s Ideas: 11:00 - 11:10 | Rob’s Ideas: 11:10 - 11:20 | Cindy’s Ideas: 11:20 - 11:30, etc.)

• End with specific actions: (e.g., Pick two topics for a next-Wednesday delivery.)

Adding these requirements to every invite will give attendees an opportunity to prepare beforehand. These minimums will also continually refocus people during the meetings, keeping them on-time and on-subject, productive.

Practice: Respecting Opinions

The family sat down to eat dinner:

“We got a call from school today,” said Mom. “She said you called someone’s finger painting ‘stupid’?”

“So?” said the kid. Mom looked at Dad.

“Son,” said Dad. “Rule #1 in life: Be nice to people.”

TRY: The “Triple-R” Rule

If you’re not nice to people, nobody will like you.

That’s why being respectful, especially at work, is so essential to productivity. The more tolerant you are, the easier it’ll be for others to appreciate your presence and consider your feedback. The easier it’ll be to form healthy collaborations.

The “Triple-R” Rule calls for employees to willingly be receptive, respectful, and reflective when confronted with a new idea, methodology, or concept. Here’s a quick breakdown:

1. Being receptive demands actively listening to people. You know, making eye contact, leaning in, and not interrupting when a colleague is speaking.

2. Being respectful demands empathy. Recognize that your colleague has a different perspective, one that's shaped by unique experiences.

3. Being reflective demands deep thought. Before rejecting your colleague’s opinion, give yourself some time to think about it acutely, alone, without bias.

This can be hard. In your personal life, it may even be impossible. But at work, remember: You want to be easy to talk to. You want to be easy to work with. It’s really good for business.

What now?

That’s up to you.

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How to Use Facebook Live 360 Video for Marketing

Are you live-streaming on Facebook? Want to make your Facebook Live videos more engaging? Facebook Live 360 video gives you an easy, fun way to capture your audience’s attention and raise engagement levels. In this article, you’ll discover how to use live 360 video on Facebook to enhance your marketing. What Is Facebook Live 360? [...]

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- Your Guide to the Social Media Jungle

April 10, 2017 at 12:00PM http://bit.ly/2oWDs84
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What Color Should Your Logo Be? How to Pick the Perfect Color [Infographic]

Color has a major impact on how we perceive the world around us. 

Research has shown that the psychology of color can not only influence the way food tastes, the way some medicines perform, and the way we feel -- it can also play a massive role in our brand preferences and buying habits.  

But selecting the right colors for your company logo (or a client's logo) can be tricky. You want the color scheme to attract your company's target consumers and elicit positive emotions, but your own personal color preferences can easily get in the way. 

Just because blue is your absolute favorite color, it doesn't mean your target persona feels the same way. You need to put yourself firmly in their shoes to find a color scheme that reflects their preferences, habits, and interests. 

How to Pick the Perfect Color for Your Logo

This quirky flowchart from the folks at 99designs can help you select the perfect colors for your next logo design project. Just imagine your brand is a person, and answer the questions below. The flowchart will lead you to a color combo that suits your brand's personality and reflects the image you want to project to consumers. 

Image Credit: 99designs

What colors are your favorite brand's logos? Let us know in the comments.

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Facebook Tests Live Split-screen Broadcasts: This Week in Social Media

Welcome to our weekly edition of what’s hot in social media news. To help you stay up to date with social media, here are some of the news items that caught our attention. What’s New This Week Facebook Tests Native Split-screen, Two-person Live Broadcasts: This week, Social Media Examiner staff reported that Facebook appears to [...]

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April 08, 2017 at 12:00PM http://bit.ly/2nprIuG
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