Drip by drip and the thunderclap
Sea levels are rising. It happens every day, and it's been going on for a while. Most people aren't noticing, and won't, until it gets worse.
On the other hand, a hurricane or a flood captures everyone's attention and causes us to leap into action.
The thing is, incremental daily progress (negative or positive) is what actually causes transformation. A figurative drip, drip, drip. Showing up, every single day, gaining in strength, organizing for the long haul, building connection, laying track—this subtle but difficult work is how culture changes. It takes a generation to change the political landscape or to build a hundred-year company.
If you want to cause action in the short run, the opposite is true. In the short run, drip by drip rarely puts people on alert. It's the thunderclap, the coordinated, accelerating work of many people, that causes those in power to sit up and take notice. Do it a few times in a row, or fifty, or a hundred, each with more impact, and you can successfully intervene.
Money makes it complicated, because money promises a shortcut. A bigger ad budget, or more VCs or more hires. We use money to hurry up, but it distracts us from what we actually seek to build.
We fail in two ways: One, when we ignore the drips around us and discover that we've been swamped by incremental culture change that we didn't see coming. And second, when we think a few chaotic but heartfelt claps are going to be sufficient to have an impact.
And we succeed when we combine the best of both worlds. When we settle in for the hard work of daily, bottoms-up institution building, and use thunderclaps not as a distraction, but as the rhythm of our forward motion.
Sea levels are rising. It happens every day, and it's been going on for a while. Most people aren't noticing, and won't, until it gets worse.
On the other hand, a hurricane or a flood captures everyone's attention and causes us to leap into action.
The thing is, incremental daily progress (negative or positive) is what actually causes transformation. A figurative drip, drip, drip. Showing up, every single day, gaining in strength, organizing for the long haul, building connection, laying track—this subtle but difficult work is how culture changes. It takes a generation to change the political landscape or to build a hundred-year company.
If you want to cause action in the short run, the opposite is true. In the short run, drip by drip rarely puts people on alert. It's the thunderclap, the coordinated, accelerating work of many people, that causes those in power to sit up and take notice. Do it a few times in a row, or fifty, or a hundred, each with more impact, and you can successfully intervene.
Money makes it complicated, because money promises a shortcut. A bigger ad budget, or more VCs or more hires. We use money to hurry up, but it distracts us from what we actually seek to build.
We fail in two ways: One, when we ignore the drips around us and discover that we've been swamped by incremental culture change that we didn't see coming. And second, when we think a few chaotic but heartfelt claps are going to be sufficient to have an impact.
And we succeed when we combine the best of both worlds. When we settle in for the hard work of daily, bottoms-up institution building, and use thunderclaps not as a distraction, but as the rhythm of our forward motion.
SEMII
1.10 Objectives
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Superbowl Assignment Data
https://docs.google.com/spreadsheets/d/16ILVD4dHYLZAlPzAIMT91fn6j8UH31pefgx95TqFX_4/edit#gid=0- Students will divide up into groups of two to work on their CBA projects.
- They will research the following information based on their assigned professional sports league:
Title League
1. Contract Length Min/Max/renewals
2. Drug Testing
3. Grievance Redressal Procedure
4. Hotel
5. Insurance
6. Food/Per diem (under what conditions)
7. Facilities
8. Min Salary/Max (Veteran v Rookie) Chart would look great here
9. Retirement (amount and vestment time)
10. Report Time (to Venue)
11. Representation (union called)
12. Salary Scale (small spread sheet would be nice)/Step/Scale pay (again, chart would look great here)
13. Terms
14. Travel (Plane/bus/Hotel/Team Meals)
15. Number of games total
16. Termination Clause
17. Wages, Bonus, production norms, leave, retirement benefits, Chart
18. Workouts - How many a day
Because we had such fun last time....if you wish to redo your first test, I will give you half the credit back if you score higher than the first time
PU8PE8
MARKETING
2/
2.07 Vocab
2.07 matching
3/ PPT
2.07 Vocab
2.07 matching
3/ PPT
2.07 Brand Promise PPT (Slides 1-16)
a. Define the terms touch points, brand, and brand promise.
b. Explain the importance of a company’s brand promise.
c. Describe factors impacting a company’s brand promise.
d. Demonstrate how to identify a company’s brand promise.
- Discuss types of company images.
- Describe factors that affect a company’s image.
- Explain the importance of reinforcing the company’s image.
- Describe ways that employees can reinforce the company’s image through their performance.
- Demonstrate how to determine ways to reinforce the company’s image through employee performance.
5/
2.07 What is a Brand Image? - Read
6/ Have students select a type of business, create a:
- Name for the business
- Logo or symbol -must use your initials as part of the name
- Brand promise
- Mission statement
- Vision statement
- Core values
- Advertising message incorporating the brand promise
7/ Writing:
"Why is Brand So Important" - in your own words - do not plagiarize
8/ Brand Character Quiz
9/ 2.07 Business Brands MC w/Key -2.07 Questions Day 3
2.07 Business Brands Assignment - Project Day 3
10/
Johnson and Johnson - Corporate Rebrand
http://adage.com/article/cmo-strategy/johnson-johnson-launches-corporate-image-rebrand/241278/
12/
Unit 1.00 Quia Review
Unit 1.00 Marketing
http://www.quia.com/quiz/5691395.html
http://www.quia.com/quiz/5691395.html
Unlimited attempts, great practice. Do not become a distraction in the classroom, go learn something great!
Obj 1 test most missed:
3rd block Obj 1 47.4% correct or lower Questions - Review4th block Obj 1 47.4 correct or lower questions - Review
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