Did the new Nokia devices fix the problem the iPhone pointed out: that its software is unthrilling?

Based on first reports and videos I’ve seen today: no.

That said, Nokia’s hardware is much more advanced than the iPhone. Better cameras, GPSs, replaceable batteries, more open so you can choose your carriers, etc.

What do you think?

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The Pandemic Flu Leadership blog opened recently, as the Cabinet-level HHS decided to open the question of preparing for a flu pandemic to a variety of leaders from the business, health care, civic, and faith communities.

Their summit will last for five weeks, with a different topic for each week leading to the leadership forum HHS will conduct on June 13th. Diva Marketing blogger Toby Bloomberg applauded the selection of a particular participant on the Flu Pandemic blog:

I was delighted to see Nedra Klein Weinreich among the prestigious experts. Nedra brings a wealth of social marketing and social media marketing experience to the conversation. Her first post addresses both topics and ask critical questions including how to best use social media in times of a public healthcare crisis.

• What are some of the methods we can use to reach each of the audiences with our messages? (e.g., online social networks, blogs, Oprah, school district newsletters)
• Who are the spokespeople that are seen as most credible by each audience? (e.g., local officials, doctors, peers)
• Who are the partners that we need to hook up with in order to best reach each audience? (e.g., doctors, “mommy bloggers,” media organizations)

Live blogging will happen on June 13th during the forum, with the following weeks presenting a report out of the event, and a discussion on making a successful move forward with pandemic preparedness.

In order to have a meaningful discussion, we’re going to have to figure out what Web 2.0 is in the first place. So I’m going to jot my thoughts here and then solicit your input. Perhaps that’ll help me figure this out.

Back in 2005 Tim O’Reilly wrote What Is Web 2.0 which listed the following traits:

1. The Web As Platform
2. Harnessing Collective Intelligence
3. Data is the Next Intel Inside
4. End of the Software Release Cycle
5. Lightweight Programming Models
6. Software Above the Level of a Single Device
7. Rich User Experiences

Now call me crazy, but Tim’s essay did a good job of setting my expectations of what "Web 2.0" should mean. But I’ve seen the term applied to companies, web sites, and services that fall far beyond those boundaries. Based on popular use and abuse of the term that I’ve seen, here are three much broader definitions of what some people seem to think Web 2.0 means:

1. Launched after Google AdSense
2. Uses Ajax and/or DHTML
3. Unclear business model, pastel colors & large fonts used

Either considered separately or together, those are pretty broad and perhaps closer to rules for a Web 2.0 drinking game. Unfortunately, they’re the most specific rules I’m able to derive based on the amazingly broad set of things which have been labeled "Web 2.0" by the technology press, bloggers, and random pundits.

At first I thought the Web 2.0 Wikipedia entry was mostly a recap of Tim’s essay, but then I came across this nugget:

The typical Web 2.0 design elements: the glassy buttons, ‘wet-floor’ effects, and big fonts. The "beta" sign represents the "perpetual beta".

So I don’t feel quite as silly about my overly-broad sounding list. But that doesn’t mean I like it either.

Having said all that, what do you think Web 2.0 means–or ought to mean? Or what should it mean in the context of the panel discussion?

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In B2B marketing, all three serve the same purpose: to establish your company as a trusted adviser, so when a prospect is ready to buy, he or she will think of you and will want to speak with your sales reps.

B2B Branding

I’m often asked whether branding matters to B2B marketing. RainToday’s report helps to demonstrate that the answer is yes, concluding, "If you are well known, whatever lead generation tactics you employ are likely to work better." In fact, 65% of companies that claim they are well know report being good or excellent at lead generation, while only 44% of the not well known companies report being good or excellent.

A key difference from B2C marketing: In B2B, mass advertising does not work to build the brand (the survey found that TV, radio, and print advertising were ranked 33, 31, and 29 – out of 33 – as least effective methods for B2B lead generation).

Instead, RainToday argues that B2B companies should build their brand by helping buyers research early in the sales cycle, demonstrating that they are trusted advisers who understand the prospect’s problems. By using thought leadership to engage prospects early, you build awareness and increase your chances that the prospect will respond to future demand generation efforts.

Lead Nurturing

The report also has some of the best data I’ve seen about the importance of lead nurturing

 The definition of "sales-ready" varies from company to company, but most said that only 10-30% of leads generated by marketing campaigns were sales-ready. The average value was 25%. Respondents also reported an average of 25% of leads should be disqualified. The remaining 50% of leads require "further nurturing".

RainToday points out that lead nurturing is not just sending a monthly email newsletter to your entire database, or calling prospects every few weeks to see if they are ready to buy yet. They argue that lead nurturing is your opportunity to demonstrate the value you can provide and to position yourself as a resource. This is similar to my post Lead Nurturing 101, where I defined lead nurturing as "the process of building a relationship by conducting an informative dialog that helps educate qualified prospects who are not yet sales-ready".

With this definition, lead nurturing is about using thought leadership to deepen your role as a trusted adviser, which in turn further builds your brand and improves awareness. The end goal is to stay within the buyer’s awareness so that when he or she is ready to speak with a sales person, your company is an obvious choice.

Note: You can download the executive summary of the report, "6 Lead Generation Insights for 2007", from the RainToday.com site.

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1.Provide a Structured Environment: Gen X workers may well be the most protected generation of children ever raised. Parents, sometimes called “Helicopter Parents,” have hovered over them from birth. Organizational leaders should take a clue from this fact and set up definitive guidelines regarding work responsibilities. Tell workers what you expect and what parameters guide their work practices. Structure sells-freelancing fizzles.

2.Encourage. This group of workers becomes more highly motivated when encouraged by their managers. Positive strokes for the folks are the buzz words that will make a difference in personal performance. On the other hand, negative feedback can be devastating because Millennials fear failing. Encouraging workers has always been important but in today’s workforce, the value of this type of leadership is growing exponentially.

3.Use Teams. Gen X students grew up in a very social, multi-cultural and collaborative environment. And, that now carries over into the workplace. Their strong ability to network and willingness to be connected 24/7 is a real strong suit they bring to the table. Use teams and you win. Isolate workers and your productivity and profits move south.

4.Value Their Ideas and Opinions. Millennials want meaningful work. They are goal oriented and want to contribute. They believe in themselves and want to be heard. Involve them in decision making. Give credit and encouragement when they make contributions. Valuing their contribution is visionary leadership. Ignoring the good they can bring to the organization is leadership gone blind.

5.Use Multi-tasking. In childhood, Gen X workers watched TV, talked on the phone and did their homework all at the same time. Undertaking multiple tasks is commonplace and doesn’t faze them. That opens the door for giving them multiple assignments. It’s a way of life and a challenge to work this way. Do it and you get positive engagement with work activities.

6.Incorporate Technology. Most organizations understand that to survive, they must embrace technology. And, that position is a great fit for the new generation of workers. They grew up with TV, the Internet, laptops, cell phones, beepers, iPod’s, Blackberries, Palm Pilots and video games. They love technology and have absolutely no fear using it. They have lead a high-tech lifestyle. Listen to their input on this matter and you’ve energized and utilized them to the max.

7.Provide Leadership and Guidance. One of the downsides of this generation is that they don’t want to lead. They want strong leadership but it is not a job they wish to pursue. That provides a challenge to the management team because it is their job to develop new leaders. By encouragement, utilization of their skills and desire to do a good job, good leaders can change thinking and find those few who are willing to undertake the responsibilities of leading others. In the meantime, provide them with good, strong leadership and they will produce for you.

8.Capitalize on Their Networking Abilities. In point # 3, I mentioned their networking abilities. This characteristic is so important because business is built on relationships. And, Millennials are good relationship builders. Capitalize on that strength in an organizational team environment as well as with your customers. Remember, these workers are social by nature so relating comes naturally.

9.Understand Their Loyalty. Because of their structured home environment, Gen X youngsters accept authority well. They even trust authority and like their parents. But they bore easily and have a short attention span. If your workplace does not match their expectations, they are gone. Like their attention span, their loyalty can sometimes be short. Leaders need to understand this brand of loyalty and keep the challenges coming and the work exciting. Menial tasks will definitely move them out. This may be the biggest challenge facing today’s workforce leaders.

10.Provide Work that is Fun but Provides Time for a Balanced Lifestyle. I just spoke to a group on the topic, How To Master Your Time and Bring Balance To Your Life. The convention session was held at 8:45 on a Sunday morning. Over 200 people filled the room to capacity and a large number were turned away because of the fire code. That tells me folks are looking for fun and balance. Become a creative leader by making your work environment enjoyable while allowing time for workers to be with their families and enjoy time away from work. If you want to keep Gen X workers, that may be your only choice.

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Billy Arcement, MEd. is a leadership consultant / professional speaker/ author and President of The Results Group. For questions about this article, call him at 225-677-9426 or email barcement@eatel.net. Learn more about his services at www.SearchingForSuccess.com. 2006 The Results Group.

Nominations are being accepted by the International Association of Business Communicators (IABC) for the 2007 Excellence in Communication Leadership (EXCEL) Award where nominees meet these criteria:

• Skills: Demonstration of exceptional leadership, management and communication skills
• Diverse communications audience: Experience and involvement in communication with diverse audiences; some experience in communicating with international or multi-cultural audiences is preferred
• Strategy: Use of a communication strategy that demonstrates creativity and innovation and that contributes to the business success of the organization
• Commitment to communication: Commitment to the communication programs of all audiences of the organization – internal and external at local, national, and international levels
• Personal communication: Effective personal communication with all these audiences; i.e., he or she must be shown to participate in communication, not simply to direct the communication staff in their efforts
• Ethics and professionalism in communication: Commitment to the highest ethical and professional standards

Are you a CEO who can rise to this challenge? If you’re a communicator, does your organization have such a leader?

It’s quite a challenge.

IABC press release: Who’s the Top CEO Communicator of the Year?

Neville Hobson is the author of the popular NevilleHobson.com blog which focuses on business communication and technology.

Neville is currentlly the VP of New Marketing at Crayon. Visit Neville Hobson’s blog: NevilleHobson.com.

Entering today the new advanced management practices of knowledge management, investment through people is divided into three general categories.

1. LEARNING ON THE JOB: Developing leadership on the job requires that employees take jobs or project assignments that include leadership responsibilities.

Early in a person’s career, working as an individual contributor on team projects provides many opportunities for learning effective leadership. Being a project leader allows an employee to use different types of power and observe how people react to employees attempts to influence them.

Team leaders can also ask team members for candid feedback and suggestions for improvement. The rest of the team members can also learn, by observing the relationship between the leader and the team and by practicing the use of referent and expert power.

2. FORMAL ASSESSMENT AND TRAINING: Many organizations ensure that their most talented employees receive formal leadership assessments and attend leadership training programs.

These can be conducted in the organization’s own educational facilities, at a college or university, through a computer simulation program managed by human resource companies that play the trainers’ role.

Regardless of location, formal assessment and training programs include evaluation of the individual’s current approach to leadership and provide educational experiences designed to improve the individual’s effectiveness as a leader.

3. COACHING AND MENTORING: Whether held at a college campus or at corporations’ premises, most formal leadership development programs take place in traditional classroom settings.

Leaders who prefer a more personal approach can hire a personal leadership coach or work with a mentor. Personal coaches can provide an intensive leadership development experience. But they can be quite costly.

Few people can afford this method of leadership development. For many managers, having a mentor is more feasible.

Mentors are often supervisors or senior colleagues in an organization who provide advice and guidance about a variety of career-related concerns. They can help a manager understand how others respond to his or hers behaviors and point out weaknesses or blind spots. They also serve as role models that a manager can emulate and provide valuable advice concerning the styles of leadership favored in an organization.

Finally, they assist a manager in developing leadership capabilities by helping the manager find assignments that will foster on-the-job learning.

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Jonathon Hardcastle writes articles on many topics including Science, Computers, and Health

Thought leadership gives you an edge to combat commoditization and attract more business.

RainToday recently released the results of a new, year-long research project called How To Become A Thought Leader. The report was written for service providers but I believe the core ideas also apply to most companies with a complex sale. Thanks goes to Britton Manasco for reminding via his blog post, “It Pays to Be a Thought Leader.”

As I wrote a while back in my post, “in defense of thought leadership,” there are just a few select thought leaders in every industry and field of study. So everyone can’t be one. But if you have the vision, desire and passion to do it, this report tells you how.

I was humbled to be interviewed, along with eight other business leaders, and contribute to this report, which includes:

100 Pages of expert analysis on how to become a thought leader in your field

95 Pages of stories and advice from thought leaders in professional services

20 learning checklists and questions for self-evaluation

Down-to-earth views of how passion, relevance and reach work together for you

Download my 14-page interview on thought leadership by RainToday (243k PDF)

Get the report at http://www.raintoday.com/thoughtleader.cfm

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Brian Carroll is the CEO of InTouch Inc. InTouch is a 50-person company focused on delivering effective lead generation solutions for “the complex sale.”

Brian authors the very interesting B2B Lead Generation Blog which focuses on B2B lead generation, sales leads, and marketing for the complex sale.

Live (sort of) from the Video on the Net conference, our publisher Rich Ord delivered notes on the session titled “Venture Capital: Leadership for Future” (no, I don’t know where the “the” is, just think of it like the missing “a” everyone wants to insert into Strother Martin’s quote from Cool Hand Luke.

One of the most notable names in online video, the popular sharing site YouTube, has been heard in conversations throughout the Fall 2006 VON conference halls. From their high traffic volume to even higher bandwidth bills, the site has been a magnet for discussions of the business potential for video on the net.

Video makes greater demands of a business than other forms of digital media. The text in this article occupied a teeny-tiny bit of bandwidth. If you were so unfortunate as to have to see my face in a 60-second video report, my publisher would pay much more for the bandwidth to provide that to you.

(Jason Lee Miller talks costs in his article about another VON session; naturally he didn’t see fit to include my suggestion about micropayments as a digital media revenue option; boo Jake! – David)

Even the coolest startups in the world have to pay something for their Internet connectivity. An investment of capital, if it can be obtained from outside the company, can be the difference between 10 people seeing a great idea take shape, and a million.

That’s where the venture capital community comes in, and where an online video startup may turn for seed funding.

David Weiden, Partner, Khosla Ventures, offered a cautionary warning. While he sees some companies doing well in the short term, “There is a definite bubble with many web video businesses,” he said. “There are some businesses being built that I’m not sure could be stand alone businesses.”

For those who are receiving money, many need further rounds of funding beyond that initial seeding. George Bell, Special Venture Partner, General Catalyst Partners, said, “There is more money chasing deals right now… so B and C deals are getting funded. This is not necessarily a good thing.”

“It is also more difficult to get an IPO done,” he noted, since companies need more of a stable history and track record for one. “This means it is harder for investors to get a good exit,” said Bell.

There’s no reason to despair. Weiden looks at plans he receives by email. “It is not that hard to get in to see us,” he said, to which Bell quipped, “If David looks at it it makes me more interested!”

When it comes to those plans, the VCs want to see something with home run potential. The company has to grow sufficiently so they are large enough to distribute to a variety of investors, according to Bell.

So why so much interest in web video, then, one person at the session asked. Weiden said, “When I think of video on the net more broadly…I think of companies like Spot Runner. It’s not over a 1 or 2 year period but where is that company going to be in 10 years.”

There could even be a time when citizen journalists can get in on the venture capital action. They would need a good business plan, and Weiden said he wouldn’t be surprised if some type of grass roots company came along this way.

—

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David Utter is a staff writer for WebProNews covering technology and business.