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VISION IN LEADERSHIP – DIRECTING YOUR TEAM TO THE RIGHT WAY

VISION IN LEADERSHIP – DIRECTING YOUR TEAM TO THE RIGHT WAY

Vision in leadership should clearly be stated and understood in the letters before taking up the mantle of leadership position. When the man leading the pack doesn’t have a clear direction and the necessary root to ply to get to such a destination, how can such lead others reach the destination? The leader of an organization should be the CEO of the organization. The CEO here isn’t an acronym for the generally believed meaning.

By CEO here, it means chief source of the management and direction of the business. You will agree that anyone who will occupy such a position in any organization must have a clear vision of leadership and sound knowledge of the organization’s field.  There are three stages to immersing your entire being into making your organization great. i.e., how to duly use your leadership vision to perform the CEO’s role fully. It’s as follows:

  • Comprehending and focusing on your company’s highest value contribution.
  • You are realizing and owning your role as a leader.
  • I am relinquishing everything else and holding others liable.

CEO of your company, you are no longer the “head of everything.” Your only duty is to provide leadership. There are no ifs and or buts. The sooner you recognize it, the better. Being a leader comes with a set of obligations that cannot be relinquished under any condition. The core responsibilities of corporate leadership, which you should never be delegated to anyone, include:

  • Owning the vision and the strategy to realize the vision;
  • Communicating the vision to insiders and outsiders;
  • Enabling others to act to realize the vision;
  • Breeding a crop of other leaders.
  • Taking Control of the Vision

Have A Vision For Your Life That Is Unique To You.

VISION IN LEADERSHIP

Vision in leadership guides the way for your team or organization to move forward. However, you must first have a personal vision before your business can have a vision.

  • The picture you’re expecting in five years
  • What are you going to achieve?
  • Who are the people that will be around you?

Many managers inherently know that a vision statement is required of their organization. They’re thinking, “since everyone else has one, I better have one too.” That is the beginning of problems in any organization; management doing something that they don’t understand, much less believe in. You would have gotten to some organizations where none of the organization members understand the meaning of their Statements of mission and values.

You’ve got one in your organization, and you probably can recite it by heart. The problem of an organization not living out its vision begins with the leader of the organization. If a leader lacks vision for his or her own life or even understands what a vision is, he can’t possibly have a vision for his or her company and expect them to live it out.

Your Distinct Vision

VISION IN LEADERSHIP

The topic of vision is straightforward: what do you want out of life? What are your achievement targets when you grow up? Most entrepreneurs aspire to one day be influential business leaders who can develop future leaders and teach other business people how to do things properly. It doesn’t matter people’s intention for you; think about what you want. Maybe you want to be a writer. Great! Writing is powerful because words can influence people’s opinions, thoughts and beliefs. Maybe you want to lead the team that will be changing the community. Perhaps it’s something else for you. But most importantly, you need to know what you want and see yourself in that future.

If you’re not sure what you want presently, your answers to these types of questions are, “um… I suppose I want this.. or that..” or some vague answers like,” I want to be rich.” If you align with any of the points mentioned above, it’s time to step away from the daily grind and begin worrying about what you want.

Take a vacation to a peaceful location and start thinking about the challenge. It concerns your life, and if you place a premium on the value of your existence, nothing would be too costly for you to go and find out what is your life’s calling. That is so important in creating an excellent vision in leadership. You can be accurate in pursuing your passion and attaining your goals because you chose to be genuine to yourself.

Your vision will not be just another slogan on the wall; it will be written in your heart, influencing every word and deed you do. And that speaks louder than any plaque on the wall. Your team will see it in you. They will see you are faithful, authentic in pursuing the vision you have set your life out, and they will follow you for it. So take some time to think about it. Keep your life in focus, and don’t let life’s clutter get the best of you. Nobody else will battle for a strong leadership vision if you don’t.

Creating A Vision In Leadership For Your Team   

VISION IN LEADERSHIP

To be great, a vision has to be both compelling and propelling, meaning it both pulls and pushes people toward something greater than themselves. It’s the basis of all effective leadership. A leader leads because they can see beyond “what is” to “what can be.” They lead because their vision is not only inspiring, but it’s encompassing for themselves and others around them.

When the vision in leadership isn’t clear enough or outrightly lacking, the people following such a system will be gravely affected.  

However, it also suggests that a comprehensive vision encompasses more than one thing, the visionary to the people who are inspired and compelled to do more, to be more. Throughout history, every great leader has had the ability not only to “see” a better future but to convey a sense of greater possibility and guide others along the way.

Vision is not only the vehicle that propels a leader but carries the people who see, embrace, and helps bring possibility into reality. In times of turmoil or uncertainty, it’s the leaders with a vision of possibility and certainty that change the world because they help us change our perception of today and the potential we see in ourselves.

It’s only after that that you are ready to create and convey your team’s vision. Your vision in leadership should never deviate too far from your vision. You can’t live your life one way and want your followers to live theirs another way.

Vision In Leadership is Vital In The Corporate World

  • A clear vision excites me. Future visions should enthrall people. It has to be a future that everyone wishes for. The excitement that can bring out the passion in people to commit to seeing that vision come to pass.
  • A good vision stretches. A good vision challenges people to rise beyond their comfort zone and develop as individuals to become better and stronger leaders. A vision that does not extend everyone’s abilities and strengths cannot be considered a vision because realizing the same will not be a top target.
  • While a successful vision requires a lot of imagination, it must be clear enough for everyone on the team to understand what you’re talking about. It’s better to have no vision at all than to have a vague vision. You must be extremely specific, detailing everything that you see in your mind’s eye to your team!
  • A good vision includes everyone Remembering that you are not getting your team to buy into your schedule. It involves everyone seeing the same thing as the leader, and it’s a massive win for everyone.

Vision in leadership is powerful, and it can compel others to commit like nothing else. Many of history’s most outstanding influential leaders were visionary leaders, and their visions transformed the world. Of course, a vision begins with a thought or an idea, but it can change teams, communities, and even nations when put into action!

Conclusion

VISION IN LEADERSHIP

Companies that are stagnant and lack a strategic vision in leadership about how they can be unique and different in the marketplace or satisfy their customers will not be successful in the future. Creating the best vision in leadership for any organization should encompass the overall idea of what the organization should be and wants to be in the future. It often includes the original intent or dream of the company leader or founder.

The vision in leadership should be clear and concise so that everyone in the organization understands it, believes in it, and implement it at all times. Passion for the vision should build enthusiasm, inspire and lead people to care. In many organizations, the vision in leadership (CEO) is what employees strive for and follow. Still, in most of these companies, the vision in leadership often fails to deliver results because the people don’t believe in such vision or have any attachment or strong emotion to the idea.

It needs to connect with individual employees’ desires, wishes and ambitions, and dreams. The vision in leadership has to go beyond superficial and reflect the inner voice or mission of the company. It must always make sense and be consistent with the company’s values and image.

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The Freaks Shall Inherit the Earth: Entrepreneurship for Weirdos, Misfits, and World Dominators

By Chris Brogan

Amazon and Wiley summary:

Do you ever wonder where you fit in? Do you sometimes get that feeling that you have something much bigger to offer the universe, but then it fills you with fear and anxiety, so you think maybe I’ll just pay it safe? But what is safe? The factory job? The cubicle job?

Factories all over have been converted to open spaces for startups. Skyscrapers have entire floors open for lease because the “same as everyone else” class of jobs have dried up. Many of us were raised to seek out a job that required us to fit in, to conform, to adapt until we fit the mold.

The Freaks Shall Inherit The Earth is a guide for the kind of person who wouldn’t normally pick up a business book.

The personal business revolution is upon us. Here’s your recipe book for starting your revolutionary business, including some of what you will learn:

  • How to be as weird as you want while providing a viable business structure to support it
  • What most people are missing from the basic frameworks of doing business
  • How to turn passions into businesses
  • How to build out the Digital Channel
  • What Kickstarter and Square mean for the future of business

Take the plunge. Learn to fail and then win. Dare to do something that “everyone else” doesn’t. The Freaks Shall Inherit the Earth will help.

Bestselling author and successful entrepreneur Chris Brogan explains step-by-step how to build your business from the ground up, all without compromising the unique mindset and personal values that make you a freak in the first place.

Best summary I got:

In Chris’s words, you’ll have to become a freak first. In the best sense of the word.

Here are 3 lessons from The Freaks Shall Inherit The Earth to show you how, and how it’ll help you succeed in business:

  1. Don’t fit in, standing out is always better!
  2. If you can overcome personal problems, you can overcome business problems too.
  3. Use your media effectively to build content, a community and a marketplace.

Feeling freaky already? Let’s unleash your inner rebel!

Lesson 1: Embrace your inner freak, because standing out is always better than fitting in.

The very first step towards unleashing your inner freak is to accept that you have one. If you don’t like yourself with all your quirks and awkward traits, no one else will either. Freak in this sense doesn’t mean that all you do is look weird. That may be the case, but it doesn’t have to be.

A freak is someone who thinks differently than others, who doesn’t just want to survive, but to live and have fun, and who therefore doesn’t think too much of rules and systems.

Freaks are the people who quit consulting jobs to start hacky sack businesses, who call the same person 365 times in a row to get what they want, who hand out chocolates on Wall Street and build jetpacks in their spare time.

Everyone’s a freak at heart. You have a weird hobby too, I know you do. Thanks to the internet, freaks can now dominate thanks to their refusal to fit in. You can find fellow cat hat knitters, rice car model makers and board game creators all over the world and connect with them.

Plus, no gatekeepers. Zero. You can publish a book, host a TV show, start a podcast, anything you want. Just accept that you’re a freak and you can start thinking about how to run your business your way.

Lesson 2: When you can overcome personal problems (which you can), you can overcome business problems too.

I’m sure you’ve overcome one or the other personal problem in your life, right? Like getting over a tough break-up, fixing your kid’s mobbing issues in school or dealing with a shitty co-worker.

Guess what: if you can move past personal problems like these, you can move past business problems too.

People are always scared of all the things that could possibly go wrong after they start a business, like running out of money, not getting any customers or hiring a terrible person. And all of these things will happen. But you can deal with them. They’re just different problems, not harder problems, or impossible ones.

Just see these as challenges. Like you wouldn’t date an egoistic person twice, focus on not repeating your mistakes in business, and you’ll learn to deal with them over time.

Oh and by the way, quitting is a legitimate strategy too. Sometimes things are just not meant for you to work out. There’s nothing wrong with throwing in the towel, as long as you’re doing it for the right reasons.

Lesson 3: Use media to build content, a community, and a marketplace for your business to thrive.

So what do you do to get your inner freak out into the world? Simple: You use the media available to you. As the word suggests, media function as a mediator for you to get your story across to others. Chris says good media are like a campfire that you and your tribe can sit around and then talk to each other to share ideas and experiences.

He says to use media well and make a profitable business, you have to create three things in particular:

  1. Content – this is where you show how you’re different, give people something to share and talk about and turn your ideas into art.
  2. A community – the place for your audience to get together and talk to you, but also to each other, about the values you share, the things you could do to make the world better and what rules need to be broken to do so.
  3. A marketplace – this is how your business actually becomes a business, thanks to products and services you offer, all centered around your core message and helping you and your community reaching your shared goal faster.

That’s all I’ve got for today, except: What are you waiting for? Get out there and make change happen!

TABLE OF CONTENTS

Preface ix

1 Business New and Old and New Again 1

2 The Wild Colors and the Solid Spine 13

3 Choose Your Own Adventure: Defining Success 25

4 Skill Building for Your Business Goals 35

5 Fall in Love with Not Knowing 51

6 Structure a Framework for Your Days 65

7 Are You an Employeepreneur? 77

8 Create Systems That Work for You 87

9 Are You a Solo or Small Business Owner? 99

10 Fall in Love with Not Knowing, Redux 113

11 Worship Obstacles and Challenges 129

12 Build Your Own Media Empire 139

13 Connect with Your Freaks 153

14 Own Everything 163

15 When It All Goes Wrong 175

16 Take Action! Fight Crime! Save the World! 183

Index 189

ISBN: 978-1-118-80055-3

Publish date: 21 April 2014

AMAZON CATEGORY: Books › Business & Money › Small Business & Entrepreneurship

THE PERFECT ORGANIZATIONAL COMMUNICATION

THE PERFECT ORGANIZATIONAL COMMUNICATION

Perfect organizational communication is one very effective tool needed to build a solid and winning workforce. There must be a clear, simple, and direct instruction line amongst colleagues at work and between subordinates and superiors. Organizational communication should be absolutely and carefully handled to avoid communication gaps that may be detrimental to the success of any organization or firm.     

Perfect Communication Mode

organizational communication

Do you think organizational communication is mainly done through words? What if you found out that organizational communication is 70% non-verbal? That is, your nonverbal communication, which includes your emotions, eyes, and even hands, speaks more frequently and loudly than your words. For organizational leaders, the ability to communicate clearly and effectively is a must-have skill. Here are some essential techniques to increase the effectiveness of your company’s communication.

Give Detailed Information.

Passing information amongst members of staff in a workplace is part of the main organizational communication goals. It’s possible that if your message isn’t thorough and accurate, it’ll produce more confusion than clarity. Plan your communication carefully to confirm that the information you’re sending is correct and in the right amount. This is crucial so that the people you’re speaking with understand what you’re trying to say.

Honest Communication Is Essential.

When things don’t add up, people notice it. It will eventually be disclosed if you try to communicate something that isn’t truthful and honest. It’s tough to continue dishonest communication in the job (or anywhere else) because keeping all of the stories straight becomes too harsh. So speak less instead of stating things that aren’t true. Speak the truth and leave the rest to later. Alternatively, if what you’re saying isn’t genuine and honest, you should shut your mouth.

3. Combine Nonverbal And Vocal Communication

organizational communication

 Keep in mind that communication can be non-verbal and spoken. Hypocrisy depicts expressing oneself and doing the opposite of it.  It’s not uncommon, for example, to hear someone say “Yes” but shake his head horizontally, indicating “No” nonverbally (in the US culture, that is). This conveys contradictory messages. Make sure your nonverbal and spoken messages are in sync to bring your communication together.

Listen

Listening is a crucial communication skill that is rarely practiced adequately. To exchange information between individuals, each of the communicating parties must hear each other well. Through listening, you’ll be willing to reply to a simple message. The most common source of disagreement is a lack of listening skills. Spend some effort to reiterate what you have heard. This will assist you in learning how to listen well. To ensure accuracy, paraphrase what you heard. This will significantly reduce conflict and improve the effectiveness of your conversations.

Ask Questions

Questioning is a beautiful technique to double-check what you’ve heard so you can answer correctly. Questions let the other person have the chance to clarify what they said. It also allows you to hear a response differently or hear it again to be sure of what you heard. Make sure your questions relate specifically to what is being said. Don’t change the conversation by bringing in a question on a different matter. Also, use questions to gather quick additional points that help you understand the conversation.

organizational communication

Let Others Talk

Have you ever been at a meeting when just one person spoke the entire time? Some even go so far as to pose a question and then answer it? Nothing irritates people (especially learned individuals) more than when someone takes over a conversation. If nothing else, a conversation should be a back and forth exchange. Remember to allow others to speak. Even if you have a lot to say, dominating a discussion turns it into a monologue rather than a dialogue. Instead, garner feedback, ask for a response, and include others in the discussion. Sometimes all it takes is a few moments of silence.

Never Hesitate To Communicate At Unpleasant Situations

Do you ever put off saying what you need to say or avoid undesirable conversations? A crisis will not go away if you remain silent. Instead, things tend to deteriorate. In some cases, the tension and discomfort of a situation might be intensified by not communicating. Rather than avoiding unpleasant conversations, sit down and prepare what you’ll say. Write down the essential points to feel comfortable about what you have to say. Make sure the tone you use is open and non-confrontational to encourage feedback from the other person. Interactions aren’t always enjoyable, but acquiring the words will help to reduce tension and allow the situation to progress.

There’s a lot more that can be said regarding workplace communications. Starting with these top seven suggestions can help you master the use of an effective organizational communicator. It’s critical to keep in mind that practice makes perfect. Utilize regular opportunities to hone your communication abilities until you are confident in any situation in the workplace.

An organization or institution is a legally defined and continuously evolving structure of interdependent people that operates under the supervision of a business owner. Its actions require human engagement and communication. People in organizations are expected to spend a significant amount of time conversing. Thus, communication is not a separate and periodic task but rather a continuous and built-in organizational process. Organizational communication activities may be sub-divided into five groups:

Informational Communication

A data-driven communication system that keeps customers, suppliers, investors, sellers, and owners informed.

Pedagogical Communication

Individuals’ professional skills can be enhanced through a learning-oriented dialogue.

Horizontal Communication

To enhance collaboration, enhance communication between departments or peers.

Hierarchical Communication

Communication with seniors/ juniors or communication between workers and management for a better working environment.

Institutional Communication

Communication with multiple institutions such as government, press, financial institutions, chambers, and various interest groups.

Effective Organizational Communication

Effective organizational communication is materialized by adopting the Management by Objectives approach towards entrepreneurship. Individual productivity drives objective management, whereas institutional quality drives it. Internally, the institutional climate is cooperative, but externally, it is pretty competitive. The fundamental role of Management by Targets is to deliver both tangible and intangible outcomes. For example, customers, revenue, and profit are quantifiable outcomes, whereas brand recognition, customer loyalty, and social recognition are intangible outcomes. To create an excellent organizational communication system, apply the communication methodologies listed below:

A Dynamic Approach to Communication – An entrepreneur’s dynamic approach to communication develops an accountable, communicative environment, resulting in fewer miscommunications.

A democratic approach to communication fosters an open and fearless environment for conversation, which leads to good communication.

Communication with a Win-Win Outcome – A win-win communication strategy distributes communication benefits to all parties involved, including the sender and the recipient. Organizational communication should lead to a shared stance on dangers and a shared vision on opportunities, resulting in synergistic advantages for all parties involved. For example, the excellent manager clear reasons to everybody concerned about five P’s (Pay, Placement, Promotion, Perks, and Profit). These 5P’s are elements that often create rifts/miscommunications between management and staff and among different members of staff so that unity of purpose is spoiled. A win-win strategy to communicate multiplies the benefits of organizational communication; but, due to Managerial Ego or Micro-Management.

Ethical Communication Approach – Most individuals become how they are treated, which implies that if you falsely accuse someone of being sluggish and everyone believes it, the targeted person may be sluggish for the rest of his life. At all levels, the institutional framework must avoid unethical practices. By employing negative/false comments, a leader should ensure that the institutional climate is not corrupting or inefficient to anyone. Multiple communication activities can become a useless exercise if the sender or management has a negative mindset or engages in unethical behavior.

Topnotch Communication – We live in modern times where information is instant, from one institution to the next, and from one region to the next. In addition, communicative technology replaced persons in various areas of communication. As a result, ICT has evolved to play a critical part in various conversations; it shortens the message and speeds up the process. It decides whether or not someone or something has a competitive advantage. Senders/organizations with more knowledge of communication technology have a more efficient flow of communication, which leads to smoother and more successful communication.

CONCLUSION

According to numerous surveys and research studies on institutional design, communication is the most critical skill of an entrepreneur, both economically and socially. “Management is communication, and communication is management,” according to several business professionals. At all levels of the institutional architecture, communication is essential. It’s crucial for improved marketing, unavoidable for building teamwork, critical for reliable finance generation, and crucial for a properly functioning supply chain.

The 21st-century businesses must possess and utilize practical organizational communication skills to place them in an advantaged position to win in the ever highly competitive business world.

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The Global PR Revolution: How Thought Leaders Succeed in the Transformed World of PR

By Maxim Behar

Amazon summary:

  • The New Rules of Social Media
  • How to Speak the Language of PR
  • Modern PR Skills and Tools
  • How to Measure Impact
  • The Effect of Total Transparency on Businesses
  • International Perspectives on the Media
  • The Future of the Industry

PR is everything and everywhere. More than ever, managing social media is a nuanced and dynamic field that requires the sophisticated touch of a trained professional. What was effective ten or even five years ago is no longer relevant. In The Global PR Revolution, public relations expert Maxim Behar shows readers how to master current approaches, create content that meets a client’s needs, and evolve with ever-changing trends. Complete with insights from over seventy PR leaders worldwide, this authoritative guide discusses such topics as:

Behar’s knowledge, experience, and down-to-earth writing will keep readers engrossed while refining their understanding of public relations. By the time they finish, they’ll be well on their way to becoming experts in the field.

Book website:

There’s a place for memoir alongside historical accounts, academic monographs and how-to guides. Memoir reflects the lived experience and, hopefully, allows a ‘warts and all’ reflection to set alongside idealised or over-generalised accounts of public relations practice.

But there are risks in the genre. They’re so often used for aggrandisement and even for score settling. They’re not often well written (Tim Bell’s memoirs were ghost written). They usually recount the victorious war stories of great white men. These are the trophy hunters and explorers of the first century of public relations when there were easy victories to be won, new lands to be conquered and rich spoils to be grabbed.

Max Behar’s account is a mix of all these things. Where it’s distinctive is that he’s from Bulgaria and so his life experience has spanned loyalty to communism and advocacy of capitalism. But he’s also less interested in the past than in the future of public relations.

Mostly, he’s the bluff practitioner who tells it as he sees it. ‘My current definition of PR’, he writes, ‘is “telling the truth in a way that people understand’.”

Clearly, this takes journalistic instincts (as with so many of his generation, he started out in journalism). It also echoes McCann’s famous dictum about their advertising work: ‘the truth well told.’

Indeed, he set out to offer advertising services in post-communist Bulgaria before changing direction and becoming a public relations specialist.

Behar’s great insight – and business gut instinct – has been to anticipate the merging of advertising, public relations and digital.

He argues that public relations and advertising have been waging an undeclared war and that this war will be in full-swing in the next five years. ‘They are fighting to keep their clients and we are fighting to protect our territory, which is called “content”.’

Yet the merger is inevitable, and it will involve losses. ‘My forecast is that what will drop out of PR will be what is called media relations. There simply isn’t any need for media relations anymore, because we own media. The advertising business will probably suffer more losses – only the creative departments will remain, and to some extent the copywriting departments.’

‘Many things will disappear from each of the three main communications industries so that a new industry can be born. I don’t know what it will be called. It could be named “social relations”.’

As you can tell from this quotation, Behar is an advocate of endism. He champions the approach that says the press release is dying. More contentiously, he once spoke to a crowd of public affairs practitioners in Brussels and was surprised that they seemed gloomy on hearing his prediction of the imminent death of lobbying.

Media relations belongs to the past, but not our future. By contrast, he argues, reputation management ‘is ever more important for the PR industry.’

More challengingly, ‘we, the PR consultants, have in essence turned from consultants into decision-makers, because now decisions have to be made instantaneously… Our industry is one of leadership, futuristic visionaries and believers.’

‘The power of the PR expert no longer lies in consultation. The expertise is now behind the keyboard.’

This book argues that we’re experiencing ‘the first true revolution in the PR business ever since its inception.’ Other experts from all corners of the globe are invited to give their opinions on whether this is a true revolution or a process of evolution. Opinion is divided, so let me cite the counter-argument as presented in this book by Philippe Borremans, once of IBM.

Do you consider the changes as revolutionary?

‘No, these changes have been under way for more than ten years. The whole “social media revolution” started with blogs in the early 2000s, and we’re now almost twenty years later. Rather, I would call it a very slow evolution on the part of the PR industry and its clients. The general public is adapting much faster than the industry.’

The author recognises the range of expert opinion he received on his question, but rejects any objections to his central argument. ‘I don’t believe that my thesis about the global PR revolution has any weak links that can be attacked.’

It’s frustrating that more people seem willing to write books than to read them (Behar mentions several of his own books in this text, but cites no other authors). He appears unaware that this revolution-evolution debate is already well established in the literature. Australian scholar Jim Macnamara (previously a successful public relations consultant) called his 2010 book on social media The 21st Century Media (R)evolution to reflect this very debate. Macamara is very much better read and thus more receptive to new ideas.

By accident, Behar and Macnamara seem agreed on one thing. Where the latter prefers ‘public communication’ to ‘public relations’, Behar alights on the same formula for describing the business resulting from the merger of advertising, public relations and digital.

Behar talks about total transparency (TT). This allows him to revive his definition of business ethics formulated back in 2001: ‘making a profit in a transparent way.’ He’s an optimist: ‘the rise of transparency caused by the social media revolution is rapidly building to a far better world.’

Curiously, in his top ten list of drivers of the global PR revolution Behar cites education: ‘we must bridge the gap between theory and practice; we must address the overwhelming prevalence of the latter over the former.’

This is an optimistic book. But is this well-founded? One of his 100 experts, Stuart Bruce, sees the dangers in triumphalism.

‘Public relations will become more important than ever. But it might not be called public relations, and it might not be done by PR agencies… The danger is that management consultancies, who have now recognized the value of reputation, do it better than PR does.’

Behar has a successful second career in public relations. But if he were starting out today, would this pattern necessarily repeat itself? He’s certainly adapted well to change (one of his ten success factors), but what about the luck of having been in the right place at the right time?

Content

Intro | PR in the Days of Revolutions

Chapter 1 | PR Revolution 101

Chapter 2 | Into the Revolution

Chapter 3 | The Revolution: The Fallen

Chapter 4 | The Global PR Revolution: So Far the One and Only!

Chapter 5 | The Age of Total Transparency (TT)

Chapter 6 | Media beyond the Media

Chapter 7 | The Industry after the Revolution

Chapter 8 | The PR Revolution: Regional Tips

Chapter 9 | The Post-Revolutionary / Ever More Revolutionary Future

Product details:

Publisher : Allworth (October 15, 2019)

Hardcover : 312 pages

ISBN-10 : 1621537153

ISBN-13 : 978-1621537151

Best Sellers Rank: #1,248,439 in Books

#304 in Search Engine Optimization

#316 in Global Marketing (Books)

#669 in Public Relations (Books)

PREVIEW LINK: https://www.scribd.com/read/426623765/The-Global-PR-Revolution-How-Thought-Leaders-Succeed-in-the-Transformed-World-of-PR

AMAZON CATEGORY: Books › Business & Money › Marketing & Sales

The Burning Man Principle

The Burning Man Principle

What do you know about ‘Burning Man’? Do you even know about the ‘Burning Man Principle’? Have you heard of it before? Have you been in attendance at any of its events? What exactly is the ‘Burning Man’? In this article, we will find out about these questions and more. To those familiar with the ‘Burning Man,’ I’m sure you know there is a wide variety of opinions on it. There have been several understandings and definitions given to this name called the ‘Burning Man.’ Some said it is a place for pushing drugs; others attributed it to some spiritual activities and annual rituals, while others understood it as a music festival.

To know the truth, we need to trace its origin. Let’s try to answer these questions: What is burning man, and how did it come into existence? Who were the creators? What were their aims and objectives? Sit back as these truths begin to unfold. Many people have said different things about this burning man event, and it doesn’t mean that they are all wrong. It just means that they said what they have experienced.

Burning Man

History of the Burning Man

The burning man event originated on June 22nd, 1986, on Baker Beach in San Francisco. It officially started as a bonfire ritual on June 22nd when Larry Harvey, Jerry James, and a few friends met on Baker Beach in San Francisco. Larry Harvey burned 8 feet (2.4m) long tall wooden material referred to as a puppet. Before that time, one of the friends of Larry Harvey’s girlfriend has held a bonfire countless times on that beach in which Larry has attended. During the burning, Larry described his inspiration for burning these effigies (a dummy or a representation of someone) as a spontaneous act of radical self-expression.

In 1986, Larry made a 9-foot-tall wooden sculpture of a man and decided to burn it at a nearby beach (Baker beach) in San Francisco. And years after that, he did it again a couple of years after then. Every year, the sculpture is made more prominent than it was in the previous year. For example, in 1987, the sculpture (of a man) was about 15 feet (4.6 m) tall, and in 1989 it was almost 40 feet (12 m) tall. Finally, Harvey decided to move the burning away from the beach because the police stopped him from burning it in 1990 because he had no permit.

So, Larry joined up with another two people named Kevin Evans and John Law, who planned a group trip to a dry lake in the black rock desert. The movement began to grow as people were excited to be a part of the burning. There was a high turnout, and a man named Michael Mikel became worried that people might get lost in the desert. He then started a group called the Black Rock Rangers to keep people safe.

After that time, Harvey got a permit from the Bureau of Land Management to hold the festival, and since then, it even became more popular. The number increased yearly from the 50s to 1000s. In 2010, over 50,000 people attended the festival. The festival has become so large, and it is now sometimes referred to as the Black Rock City. This is because, before the event, some volunteers devote their time to build the city. After all, it is massive. In addition, some volunteers stay up to four weeks or more after the festival to clean up the city.

Burning Man

The Burning Man Principle

Larry Harvey created ten principles, and they were crafted not to dictate how people should act but as a reflection of the community’s culture. They are as follows:

Radical Inclusion

Burning Man allows everyone to find whatever they miss in their everyday lives. There are several different activities that people do. Some do yoga, and some go for morning runs. The exciting thing is that everyone is unrestricted to do whatever they fascinate. Notably, the community is open to people of all backgrounds and beliefs. Everyone is welcome. When applying this principle to the business world, it means no prerequisites exist. It would help if you welcomed a different perspective.

Gifting

Going to Burning Man involves some mindful preparation. Money is the least of the concern for those who prepared poorly for the event. The only things it can buy are coffee and ice; the rest is to be gifted. This doesn’t mean that you should expect everything to be given to you. The notion behind it is to learn to take possessions lightly and appreciate the more minor things in life. Also, you should see it as an opportunity to give back to others. Gifts are outright contributions, whether a substance, service-oriented or even less factual.

Decommodification

This principle is closely related to Gifting. In reality, it means that the burning man festival does not support sponsorships or any profit-oriented activities. Every other event would have sponsors and promotional stables — not Burning Man. Nothing is for sale (except for coffee and ice) – participation is rather prioritized than what is to be consumed. This can also teach us in our personal lives to put our effort into getting positive results from the thing we are doing – without the idea of getting something in return.

Radical Self-Reliance

Self-Reliance determines responsibility. Even when things get out of hand, it is essential to take responsibility for yourself. Don’t expect others to look after you. This principle teaches that it’s best to rely on yourself. You are responsible for yourself. Bring everything you need. Burns is an opportunity for you to enjoy relying on yourself. It motivates individuals to rely on their inner resources. Nobody wants to hire someone who relies on constant supervision and instructions. Think outside the box to get constructive ideas.

Radical Self-Expression

This principle is similar to the previous one because it has to with yourself. Perform whatever you want, as long as you don’t disturb others. It’s a time to express yourself, with nobody caring to know what your concerns are. What are your gifts, talents, affinity, likes? You are free to express yourself, and only you can determine the way you express yourself. To show what you are made up to the world, you need to express your gifts and talents.

Burning Man

Communal Effort

This principle is based on first work, then play. If the idea of building an art object does not excite you, you may decide to volunteer to do some other things. Participation is essential, and that nobody will stay idle. Cooperation and collaboration are the main holding force of the festival. You cooperate to do some activities and support one another in the process.

Civic Responsibility

The co-founder of this festival was stopped from burning “the man” until he got a permit from the Bureau of Land Management. It’s important to know that Burning Man is also governed by the laws of the U.S. and the state of Nevada. Civic responsibility involves the approvals that provide for the public interest and assist in preserving society’s civil. Event organizers take responsibility for disseminating these agreements to participants and conducting events following applicable laws of the state and country.

Leaving No Trace

So, after the festival, the Black Rock desert is required to remain as spotless as it was initially. It means everything that you bring with you goes home with you. Everyone cleans up after themselves, and whenever possible, you are supposed to leave your hosting place better than you first met them.

Participation

Within one week, with the help of thousands of participants, the desert turns into a city. But this does not mean everyone is involved in building the city. Some participate in feeding the artists and transport food in their art cars. The harsh circumstances of living in the desert make it easy for people to understand that they can benefit others. The revolutionary participation ethic allies that you are the event. Everyone works; everyone plays. No one is a spectator or consumer. Participation is all that matters.

Immediacy

These ten principles are central to everything that is about the event.

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