Futurist Michael Rogers talks about computers that, 25 years from now, are more like companions – your BFF rather than your GPS. He sees interactions in which your mobile device observes what you do and then adapts to help you. For instance, once your computer knows you’re an avid gardener, it may suggest a jaunt to the local botanical gardens. Dig fish? No matter your location, and knowing your interest, your computer may suggest a trip to an amazing aquarium. While you’re there, you and your computer can discuss the latest advances in fisheries research.

As the keynote speaker at a recent Communications Media Management Association (CMMA) meeting, Rogers addressed the challenges innovation brings. While the call is for companies to cast a wide net for new ideas, those ideas won’t reach fruition unless they are provided a clear path for development. Some new ideas are so far from traditional comfort zones that they trigger an organization’s “immune system.” “People like new and improved,” says Rogers, but “they don’t like totally new.”

Find out what the future holds for your media group. Visit cmma.org

“Leadership is a bridge. A way to connect people.” Speaking at a recent Communications Media Management Association meeting, Dr. John McManus, CIO of Watermaker Estate Management Services, LLC, shared his belief that focused leadership is critical to every manager’s success. In short, McManus said, people respect true leaders. “If you treat your team with respect and deal with problems clearly and professionally, you will be respected.”

The key to exceptional leadership is responsibility, accountability and authority. Each team member needs to have clearly defined responsibilities. They need to understand the authority they have to act independently and they need to know what their accountability is. “As the leader,” says McManus, “you must hold people accountable for both the work they do and the behaviors they practice.”

McManus cautions that you are only as strong as the team you lead. “Don’t pick clones of yourself, value diversity of thought and opinion.” Importantly, “model the behaviors you want your team to exhibit.”

Find out more, visit cmma.org

At our recent Spring Professional Development Conference (at McDonald’s University outside of Chicago) I was having lunch with my media manager colleagues from Intel and McKinsey. It was a matter of fact conversation – we were talking shop about our facilities and the daily challenges we face – but at one point it struck me like a thunderbolt: this is what CMMA is all about! In 20 minutes, while noshing on our Chicago-style hot dogs, Best Buy, Intel and McKinsey were benchmarking each other! I was amazed at how simple this was and powerful at the same time. As always, our conversation confirmed how much we had in common and how enlightening it was to share stories.

I’ve been a member of CMMA for over 6 years now and it has been an excellent and fulfilling experience getting to know the folks out there that do what I do – folks who manage teams that create videos, other media and live events. I’ve learned so much during that time. For my company, Best Buy, it’s been a great “return on investment” as well. Our ability to benchmark systems, approaches, vendor partners, etc. in a matter of hours or days is invaluable.

This fall we’ll all meet again at our National Conference in Nashville, TN. Our theme is “The Innovation Conference,” and will undoubtedly be an exciting and educational experience. The agenda is shaping up to be a very cool event, and I expect more of what I have come to enjoy every time CMMAers get together – great conversation, sharing and learning. And fun! I hope to see you there or at any one of our regional get-togethers over the summer.

For more information on CMMA membership, or to watch the Nashville conference presentation video, and a chance to meet the members, visit us at www.cmma.org!

Cheers,

Chris Barry, CMMA President

As leaders, trust is the key to developing solid, long lasting relationships with our employees, peers and customers. Trust is our reputation and our brand…it is the heartbeat of every successful relationship. I recently attended a webinar titled “Building Relationships of Trust” by the Network of Executive Women. I wanted to share with you some key takeaways that may seem obvious, but require daily practice to keep the habits strong.

Be an active listener. Listening is one of the most important skills you can have. How well you listen has a major impact on your job effectiveness, and on the quality of your relationships with others.

Always add value. Ask, “How can I help?” It doesn’t matter whether it’s your responsibility or not.

Don’t take trust for granted. Just because you had it in the past doesn’t mean it will always be there.

Make sure your words match your actions or you will lose credibility.

Talk to people ”just because.” Build relationships with no agenda in mind. You never know how a relationship with someone can help you later on down the road.

Don’t take credit for your team. Give credit where credit is due. This will lead to greater self-esteem and improved performance.

Be clear and set expectations so others know exactly what the parameters are.

Always maintain confidentiality toensure open and honest communication between customers, clients and employees.

Stay in your own lane and when you least expect it, you’ll get where you’re trying to go.

Don’t email. Pick up the phone or—better yet—talk to people face to face whenever possible so they get to know you better.

Don’t make it all about you. Instead, recognize others by acknowledging their accomplishments and the value they bring.

Be honest! Honesty is the core to building trust.

Don’t ask others to do something you wouldn’t want to do yourself.

Over communicate! Communication is critical and needs be presented in different ways to different people.

Get alignment. Ask others for their point of view, include them in the decision making process, and make sure everyone is in agreement before moving forward.

Always assume the best of others.

Be authentic and be genuine. Your reputation precedes you, so say what you mean and mean what you say.

If there is mistrust – over compensate to try and gain that trust back. It won’t be easy, but it can be done.

Surround yourself with people you trust. Create an inner circle of trust and enlist key people who will give you honest feedback and sound advice. Try to align yourself with an external mentor, an internal mentor, a sponsor (someone who has your back), a peer confidante, and an executive coach. These relationships will help you grow, build your self-esteem, and make you successful.

For more leadership tips check out Expect to Win: 10 Proven Strategies for Surviving in the Workplace by Carla A. Harris.

This article contributed by Robin Martin, CMMA Board of Directors

It’s no secret that building a strong network is one of the keys to success. Not surprisingly many of us identify networking as the number one benefit of CMMA membership. But what about networking within the work environment, do we really need to network internally too? After all, there’s rarely a shortage of work for most of us. And many would argue that’s the reason for networking. While it’s hard to argue with that, I would add a few additional reasons:

• Networking helps build customers beyond your existing organic base
• Networking provides a vehicle for collaboration
• Networking gives you opportunities to champion your team
• Networking can help keep your group relevant
• Networking can secure your team’s place at the table
• Networking has the potential to showcase your leadership acumen

So what has all of this to do with mentoring? In a word – EVERYTHING. Having mentors is essentially networking with a higher purpose. Networking through mentoring allows you to develop yourself as well as your department. If you’re not quite sure how to get started here are a few thoughts:

• See if your organization has a formal mentoring program. Start with your HR rep. These programs are often reserved for up and coming high potentials and aren’t broadly advertised. I learned recently that if you ask nicely they sometimes consider medium potentials too! I guess my point here is – don’t wait for an invitation.
• Identify respected leaders within the organization and ask about an informal mentorship. Look for folks you know you can learn from. I currently have four key leaders in our organization that I meet with on a quarterly basis. Each of these relationships have helped me grow as a leader, brought in new business to my team and given me a level of visibility I wouldn’t have had otherwise.
• Think about departments your team relies on like IT, Public Affairs, Legal…
• Identify a leader in a department that your team doesn’t have a good relationship with. As my peer Greg Sneed likes to say, “it’s an ecosystem folks, not a battlefield”.
• Look for mentors in CMMA!

Once your mentors are in place here are a few additional tips:

• Always bring a question or two. It’s not the job of the mentor to simply share their knowledge. You are responsible for driving the conversation.
• Bring a problem and a solution – to see what they think of your fix rather than simply asking how to handle a tough one.
• Be humble. This works in every relationship by the way.

Lastly, keep in mind that most people like being asked their opinion. I’ve yet to be told no when asking about mentoring possibilities. After all, who doesn’t enjoy hearing, “what do you think”? This works up, down and across the organization. Ask the CEO or the Intern and they will both love you for life!

This article contributed by Clifton Brewer, CMMA Board of Directors