Many executives do not view the content they distribute as intertwined with their organization’s unique product or service. However, the two are interchangeable. Your product or service has differentiators that cause your clients to select you instead of the competition. Those same factors apply in content marketing.
If your goal is to engage prospects and ultimately lead them to conversion, you must create content that keeps them engaged. Success comes from creating consumable pieces of content that together form a singular thought leadership message and distributing those pieces across multiple channels. You never know through what channel someone will engage with your brand (or branded content), so the message needs to be consistent.
There are a few simple rules to doing this. Your content and what you’re selling should meet four criteria. It must be:
Useful means the content, as well as your product or service, has a defined use for a target audience. It addresses:
- How do I use this?
- How does this help me?
- What problem does this solve for me?
Here’s an example: According to a recent IDC Research report, 49 percent of the entire U.S. population currently uses a smartphone. By 2017, that number is expected to reach 68 percent. That means that within four years, more than two out of every three Americans — regardless of age — will be connected via smartphone. Therefore, a useful product a company might offer could be a solar-operated phone charger. And useful content to distribute to a target audience may include “How to make your daily life easier with these top five iPhone apps.”
To be Relevant, the product, service or content must be new and interesting, and mean something to the market or industry. Your audience will ask:
- What does this mean to me?
- Do I need this?
Let’s say your organization provides a website portal that connects insurance companies. New and interesting content that means something might be, “How your health care plan will be affected by reform . . . and what you can do to prepare for it.”
In a world filled with noise, you must demonstrate how what you do is Differentiated from competitors and explain:
- How does your content, product and service compare to the competition?
- Is it unique?
Let’s go back to the smartphone example. If you sell or service iPhones and Android-platform models, think about creating engaging content that examines the needs of today’s smartphone user, and then go beyond the basic functionality.
It’s also imperative to understand your target audience and the target audience for each product. Android-based smartphones are primarily aimed at businesspeople. iPhones, for all their bells and whistles, are not. This differentiation has led to a lot of confusion in the marketplace when consumers compare one against the other. Understanding this allows smart marketers to create engaging content such as “The top 10 needs of businesspeople: A comparison of Android phones vs. iPhones.”
Finally, your product, service and content must be Available and easily obtained in any channel.
If you run a benefits company that works with employers, for example, health care reform provides a timely opportunity to help clients make sense of the landscape. This might entail delivering a variety of consumable content that’s available to them 24 hours a day, seven days a week, through any channel.
This could include a video that explains the difference in options available to employers. It could be a social media campaign that outlines the top five differences between the health care insurance exchanges and employer-sponsored health care. Or, it may be a series of print mailers or webinars, or even a dedicated microsite that’s filled with content that details what employers need to know.
When your goal is creating engaging content, your ability to consider — and address — each of these factors may be what’s required to transform engagement into measurable conversion.
This is no fish story. Instead, this column is about one of the most important roles an owner or CEO must fulfill on an ongoing basis.
Leaders spend an inordinate amount of time dealing with the issues du jour. These range from managing people, wooing and cajoling customers, creating strategies, searching for elusive answers and just about everything in between. These are all good and necessary tasks and undertakings. Too frequently, however, these same leaders delegate this effort to others or ignore it altogether. To be “in the game,” you have to know when to fish or cut bait.
Successful fishermen know that to catch a fish they have to sometimes cast their lines dozens of times just to get a nibble or bite. The first bite might not result in reeling in that big fish. Frequently, a nibble is just a tipoff as to where the fish are swimming.
The same applies to reaching out — casting a line, if you will, to explore new, many times unorthodox, opportunities for your organization. These opportunities can be finding a competitor to buy, discovering an unlikely yet complementary business to partner with or snagging a new customer from an industry that had heretofore gone undiscovered.
All of this takes setting a portion of your time to investigate unique situations, as well as a healthy dose of creativity and the ability to think well beyond the most obvious.
Too many times even the most accomplished executives lack the motivation to look for ideas in unlikely places. Some would believe that it’s unproductive to spend a significant amount of time on untested “what ifs.” Just like sage fishermen, executives can also cultivate their own places to troll.
Of course, networking is a good starting point, particularly with people unrelated to your business, where sometimes one may fortuitously stumble onto a new idea that leads to a payoff.
Other times, a hot lead might come from simply reading trade papers, general media reports and just surfing the Internet. The creative twist is reading material that doesn’t necessarily apply to your own industry or to anything even close to what you do. New ideas come disguised in many forms and are frequently hidden in a variety of nooks and crannies. This means training yourself to read between the lines.
Once something piques your imagination, the next step is to follow through and call the other company or send an inquiry by email to state that it might be worth a short conversation to explore potential mutually beneficial arrangements. This can at times be a bit frustrating and futile. That's when you cut bait and start anew.
However, reaching out to someone today could materialize into something of substance tomorrow. The often skipped but critical next step, even after hitting a seemingly dead end, is to always close the loop with whomever you made contact. Even if there is no apparent fit or interest at the moment, it’s easy and polite to send a short note of thanks and attach your one-paragraph “elevator” pitch.
That same person just might be casting him or herself, be it in a month or even a year later, and make contact with a different organization that’s not a fit for him or her, but recall you because you followed through and created awareness about your story.
This just might lead the person with whom you first spoke to call you because you had had the courtesy to send that note. Bingo — you just got a bite all because of continuing to cast your line.
Good CEOs and honest fishermen also have one other important characteristic in common: humility. They know that when a line is cast it won’t result in a catch every time. But if nothing is ventured, it’s guaranteed there will be nothing gained. Don’t let that big one get away. Just keep casting.
As an organization grows, changes are inevitable.
New employees are added, promotions are made and job responsibilities shift.
But any time you have change, you have the potential for conflict. Few people are comfortable with change, and each person will react differently in making the adjustments necessary to move forward with the company.
The most important thing a CEO can do is to be active in confronting potential conflict. Conflict goes hand-in-hand with change. Employees begin to question management, co-workers and even themselves as they are forced outside of their comfort zones. Those questions can lead to misunderstandings that can lead to conflict, and that will ultimately slow your growth.
Don’t passively avoid potential conflict. Instead, actively engage members of your organization by providing the necessary forums both for you to communicate your strategy and vision and for them to communicate their concerns back to you. An active conversation will help drive your vision for the company through the organization and will also help foster your next generation of leaders as they take a more active role.
Only when employees are challenged to think — and to challenge you — will you maximize your organization’s potential. Do you want employees who don’t speak up when they recognize what may be a fatal flaw in your grand strategy? Or would you rather have employees who are actively thinking about the big-picture goals of the company and doing their part to contribute?
Regardless of what size company you run, it comes down to a simple choice.
It’s a choice between having employees acting like robots or acting like people. If you choose robots, you will have to have all the answers. If you choose people, you only have to have some of the answers because the employees will help you find the rest.
Engaging employees in conversations, meetings and decision-making helps them take ownership and helps you create a happier work force. If they are not allowed to speak, gossip and rumors will drag down your productivity.
Actively provide two-way communication. Let employees do the talking and hear what they have to say. The results may surprise you. Those closest to the customer often know best what needs to be done to improve sales, service or efficiency.
Too many CEOs lament the lack of good people to help take them to the next level. Maybe the problem is more CEOs need to create good people rather than driving them off with a work environment that’s better suited to a good robot.
How John Rivers perfected his passion for brisket, turning it into an acclaimed barbecue eatery with 4R Restaurant GroupWritten by SBN Staff
From president of a $1.4 billion pharmaceutical operation to pit master, John Rivers stepped out of 20 years in corporate America to pursue his dream of opening a traditional Texas smokehouse in Florida as a platform to introduce his 18-hour, slow-smoked Angus brisket in what was otherwise considered a pork-dominated market.
He had spent two decades perfecting his recipe for brisket in his back yard. However, it was a heartfelt call in 2004 to raise funds to help offset the overwhelming cost of cancer treatment for a 6-year-old girl that brought Rivers’ passion to a new level.
Moved by the family’s story, Rivers organized a barbecue fundraiser that resulted in more than 500 attendees and the launch of what he dubbed his “barbecue ministry.” For the next five years, Rivers fired-up the smoker anytime a church, family, school or charity was in need of help.
Working from his garage, Rivers’ ministry quickly grew in popularity, prompting the bottling of his 4R signature barbecue sauce and later a line of signature rubs. The ultimate leap of faith was in October 2009 when Rivers opened the first of three 4 Rivers Smokehouses in Winter Park, Fla.
Since opening his restaurants, Rivers, who is chef and CEO, does not focus on the top line or bottom line growth. Rather, he focuses on his employees’ and customers’ experiences. He has found that spending time on employees and customers, and of course, his product, helps drive his growth.
In his first year in business, Rivers received numerous accolades from the media, including “Best Barbecue” by Florida Travel + Life magazine, the Orlando Sentinel, Orlando magazine, Orlando Business Journal and Orlando Weekly; “Best Sandwich” by Orlando magazine and two Silver Spoon Awards from Orlando Home & Leisure.
Rivers was most recently featured in Cigar Aficionado, Restaurant Business, Cooking with Paula Dean and was a recipient of Cooking Light’s 2012 Taste Test Awards.
How to reach: 4R Restaurant Group, www.4rsmokehouse.com
Every Company is a Media Company. It’s a phrase coined some eight years ago by tech journalist Tom Foremski to describe the impact of technology on marketing.
From the Internet to Wi-Fi to smartphones, a tectonic shift has taken place with technology forever changing the landscape of marketing, just as radio and television did before.
Only this time, it’s different. This time, the power has shifted from the hands of a few hundred powerful media outlets to the hands of billions of consumers.
At the same time, companies like yours have been handed powerful tools and an unparalleled opportunity to engage with customers like never before. It’s not just in the obvious new places like mobile websites, apps and the media. Technology has made it easier and cheaper to communicate through video, live events and, yes, even print publications.
Like it or not, you are a media company.
So what’s a media mogul like you to do? You need to do one thing: create content. And you need to do it well. You need to create content that generates interest among your target customer base and engages them with your organization.
It might sound easy, but it’s not. Most business leaders know that effective communication is one of the biggest challenges any company faces. When that communication is what sets you apart in the minds of your customers and prospects, the stakes are all the higher.
Here are a few important points to keep in mind as you set about embracing your new role as a media company.
Be where your audience is
Content comes in many forms. Most of us 40- or 50-something business executives are more comfortable reading printed material. Flipping through your brochure, newsletter or even your own custom magazine is comfortable for us. So hand us something.
But younger VPs and 20-somethings — many of whom do the heavy lifting of researching company buying decisions — are more comfortable gaining intel online. They scour videos on YouTube, mine infographics on visual.ly and peruse PowerPoints on SlideShare. So take the time to figure out which of these is the right channel to reach your target customer.
Share knowledge, not platitudes
Yeah, we get it. Your people are smarter, their customer service is better and their breath smells fresher longer. But that’s not why we might be interested in your business.
What we want to know is how you’re going to solve our problems and make our lives easier. We don’t want you to tell us you are smarter; we want you to show us you are smarter.
Thought leadership articles, white papers and blog posts showcase your knowledge of industries, issues and tactics. They differentiate you from your competitors and position you as a subject matter expert in your market.
Talk about customers more than yourself
The best communicators are great storytellers. Stories resonate. They connect us. They are, simply, what we remember.
Sharing client success stories is one of the best ways to tell your own story. The tried-and-true case study is one of the most effective forms of content in a marketer’s arsenal. If you show us how you can make our businesses faster, better, stronger, we will do business with you. It’s that simple.
And if you have particularly well known and respected clients, you get the added benefit of basking in their reflected glory. Welcome to the media business. Now go tell your story.
Michael Marzec is chief strategy officer of Smart Business Network and SBN Interactive. Reach him at firstname.lastname@example.org or (440) 250-7078.
When Ted Turner launched CNN, there were plenty of people who said a 24-hour news network would never fly.
But Turner saw a problem: He enjoyed watching the news, but his busy schedule typically had him missing the standard news broadcast time. That’s when he got the idea: What if the news was on all the time? He couldn’t be the only one who was unable to fit a regular broadcast into his schedule, so he knew the demand was there.
The next step was to dream big. What if the news was on all the time, not just locally, not just regionally, but nationally and even internationally? The result was the first 24-hour cable news network. It took a lot of effort to get CNN to where it is today, but Turner’s dream was realized. His big dream yielded a big result.
People need to dream big. If you never take the time to dream big, great things probably aren’t going to happen for you.
We have the power to visualize our future. A professional athlete visualizes hitting the game-winning shot so that when the time comes, he or she expects to succeed. As CEOs, we must also visualize ourselves and our organizations achieving great things. We must see where we want to be and then convince those around us to help us get there. When you can articulate the vision in a way that makes it as clear to them as it is to you, your goals will be easier to accomplish.
Here are four steps to achieving great things:
- Have you dreamt big enough? If you aren’t visualizing your business achieving all its goals and growing the way you want it to, it might be holding you back.
- Take time to reflect on the dream. Let it simmer as you consider the obstacles that will have to be overcome to achieve your dream.
- When you are comfortable that you have thought it through, share the dream with people you trust. They can point out challenges you may have overlooked or offer encouragement to keep you moving.
- Get started. Big dreams don’t happen without hard work. Lay out the steps that will get you from where you are today to where you want to be and start working toward your goal. You won’t get there overnight, so focus on taking small steps toward your vision each day. Sell others on your dream so they can help you get there.
Don’t be satisfied with small achievements. Visualize your potential and the potential of your organization. With hard work, you can turn it into a reality. Dare to dream big.
Fred Koury is president and CEO of Smart Business Network Inc. Reach him with your comments at (800)988-4726 or email@example.com.
This column is not a how-to painting guide for business executives — I’ll leave that to the experts at Sherwin-Williams. Instead, I offer a few suggestions on preserving ideas for future exploration and innovation. Let me explain further.
Hindering creativity typically rears its inhibiting, ugly head when you make definitive statements, either verbally to others or in the confines of your own mind, and too quickly dismiss new ideas as being too farfetched. We’ve all been there. How many times have you said, “Not on my watch,” or, “I’m drawing a line in the sand on that matter,” and sometimes adding for emphasis, “That will happen only over my dead body”?
Eating your words, even years later, can likely cause severe indigestion and can sometimes result in choking that could bring on a premature demise of that next big thing. Littering the bottom of the corporate sea are concepts with promising potential that executives, with the flick of the wrist, pooh-poohed. Most times, that was simply because there wasn’t enough time to deal with the unknown or because of myopia and the lack of an inclination to push the envelope. It doesn’t take much talent to say no, but it takes leadership and creativity to take a germ of an idea to the next level. And it takes true vision to shepherd a new anything through the difficult trial-and-error gauntlet.
Close-minded responses to the unproven are not just limited to management. Politicians particularly have a unique knack of painting themselves into a corner with unlikely promulgations that frequently come back to haunt them in November after the opposite occurs. Backpedaling is probably the method most politicians use to get their exercise.
In a 1966 Time Magazine print edition feature story, this then-prestigious publication asserted, “Remote shopping, while feasible, will flop because women like to handle the merchandise and, with so much time on their hands, want to get out of the house.” Someone might want to email Time and ask the publisher how to spell Amazon.
There are alternatives to summarily stymieing thoughts, dreams or unproven methods. Certainly, there is a time and place for everything, and frequently, you or your team may not have adequate resources, at a particular moment, to pursue every idea that comes down the pike. Instead of saying no, a more fitting response is to say or think, “Let’s put that idea on a back burner so that we can for the moment focus on more conventional solutions, at least, for the shorter term.” This leaves the door open for continued research and refinement of an idea that could ultimately evolve into something meaningful.
Here is where the bucket from my headline comes in to preserve an incomparable yet promising notion that, at the moment, might be superfluous to the task at hand but, at the right time and place, proves to be a killer idea. I use the word bucket as a euphemism for a holding place or repository for things that I may want to explore when the time is right. Certainly, one cannot investigate every idea ever pondered, but at least by retaining all such ideas in one place, they are always there for future consideration when either more is learned about the subject matter or when comments begin surfacing in the media or elsewhere touching on that similar idea you’ve kept tucked away.
Your very own bucket can also become a temporary refuge merely to take your mind off other, more thorny problems or a simple respite from the day-to-day grind when you’re looking for a new inspiration. Alternatively, at the end of the year, remove the mothballs from your bucket and review what you’ve deposited. A fresh look just might ignite a former idea, which then takes on a new life of its own.
Anyone who has ever painted a room already knows not to wind up in a corner, lest they may never get out. Worse yet, more open-minded competitors could use that bucket to throw cold water on an idea that you had earlier but never capitalized on it while they did.
Michael Feuer co-founded OfficeMax in 1988, starting with one store and $20,000 of his own money. During a 16-year span, Feuer, as CEO, grew the company to almost 1,000 stores worldwide with annual sales of approximately $5 billion before selling this retail giant for almost $1.5 billion in December 2003. In 2010, Feuer launched another retail concept, Max-Wellness, a first of its kind chain featuring more than 7,000 products for head-to-toe care. Feuer serves on a number of corporate and philanthropic boards and is a frequent speaker on business, marketing and building entrepreneurial enterprises.
"The Benevolent Dictator," a book by Feuer that chronicles his step-by-step strategy to build business and create wealth, published by John Wiley & Sons, is now available online at: www.thebenevolentdictator.biz. Reach him with comments at firstname.lastname@example.org.
A pivotal challenge for companies is to differentiate themselves from competitors. While different isn’t always better, better is always different! A business model describes how an organization designs and delivers value by providing stakeholders a shared understanding of how the business operates. A strong business model offers a competitive advantage by demonstrating that the firm does something different, more innovative and better than its rivals.
Herbert Kelleher and Rollin King sketched out the Southwest Airlines business model on a breakfast napkin in 1967. Recognizing a need for a service-oriented low cost airline, the “Texas triangle” meant that Southwest would fly dozens of daily flights between Dallas, Houston and San Antonio. In 2000, David Neeleman, a former Southwest manager, launched JetBlue Airways by adding quality to the service/value mix.
In steps the digital era
The digital era has driven many recent business model transformations. Apple’s iTunes is a great example of the changing music industry. In the past, record companies, distributors and retailers controlled channels and profits; now the artist and platform (iTunes) has the market power.
Newspapers have struggled to become information providers as their readers aged and defected to other media. The Wall Street Journal, The New York Times, and USA Today have stellar reputations and large/loyal customer bases. They can charge fees for online content. In contrast, most metropolitan newspapers are a less viable option as free alternatives (websites, smart- phones, community magazines and television) abound.
Google, Facebook, Apple, and Salesforce.com are examples of shapers since they open platforms for third-parties and create new market space. Participants embrace and enhance shapers’ platforms and may include applications (apps) developers, service firms or online e-tailers.
Zynga, a Silicon Valley social-gaming company, has generated hundreds of millions of dollars in revenues through Farmville. Millions of users manage virtual plots of land, grow crops, raise animals, and use online tools such as tractors. It has been estimated that there are more than 20 times more people playing Farmville than there are actual farms in the U.S. Other examples of strong business models are listed in the table below.
Take apart your business model
Consider these questions as your management team assesses your business model. Can you clearly explain your business model? What is unique about your strategy? How does it compare with your direct and indirect competitors?
Have you broken any industry rules lately? Can you develop a more innovative and interesting business model? Will your business model win in the market? Does your organization truly deliver superior value for customers?
ArtWeinstein, Ph.D., is professor and chair of marketing at Nova Southeastern University and author of “Superior Customer Value — Strategies for Winning and Retaining Customers.” He may be reached at email@example.com or (954) 262-5097. Visit his website www.artweinstein.com.
Despite an economy that has been in a modest recovery for more than three years, many businesses continue to struggle. One of the major challenges is that bank loans remain hard to come by, particularly for business owners with few hard assets, less than perfect credit scores, in industries regarded as risky or who just need funds quickly.
Hope springs eternal for a return to the good old days when banks actually competed to loan money to businesses. But this is not likely to happen anytime soon. The banking industry overall is far less interested in small-to-medium business lending than it used to be. This is a long-term trend that the financial crisis, subsequent industry consolidation, and heightened regulatory requirements only exacerbated.
So what are the alternatives for SMEs that cannot qualify for a traditional bank loan? Factoring may be an option for some business-to-business companies. A factor buys a company’s receivables and gives the company a large percentage of the value upfront with an additional amount returned after the invoices are paid off.
Small Business Administration loans and Community Development Financial Institution loans are other options, but only for a small subset of prospective borrowers.
Much of the SME lending gap over the past five or so years has been filled by merchant cash advance lending and a relatively new, related type of lending known as “revenue-based” financing. Mostly backed by private equity or venture capital, these non- traditional lenders have devised new business models that provide financing based primarily on bank statements, credit card volume and cash flow rather than a drawn-out underwriting process.
The result is that a much wider range of small businesses are receiving funds for a wider range of needs. The costs may be higher than traditional bank loans, but the application and approval process is much faster and less arduous, and loan amounts and payment terms are more flexible.
For example, a firm can provide a business owner with as little as $4,000 up to a much as $2 million in as few as five business days.
Two options to repay
Companies can choose from two types of financing. Business cash advances are repaid based on a mutually agreed upon fixed percentage automatically deducted from the merchant’s daily debit/credit card sales. When sales are slower, the business pays less. Small business loan options are also available. They are repaid with automatic daily withdrawals of a fixed amount from the borrower’s bank account.
These non-traditional funding sources aren’t for everyone. Lenders are looking for companies they can help grow. A small business struggling to hang on is not a good candidate. But what about a pizza shop that has a major equipment breakdown? The owner has good cash flow, but doesn’t have the money to pay for new equipment, and he cannot wait for a bank loan — assuming he can get one. A small business loan or merchant cash advance can fund in five to 10 business days and help this pizzeria keep the doors open.
Or how about a dental practice that needs new equipment? Or a spa in a seasonal resort location that needs to finish a remodeling ahead of the coming season? If the small business sector of the economy is to recover and prosper, I believe it will be through these new sources of capital.
Marc Glazer is president and CEO of Business Financial Services Inc., a provider of specialty small business loans and merchant cash advances serving businesses in all 50 states as well as Canada, and the United Kingdom, based Coral Springs, Fla. Visit www.businessfinancialservices.com.
When we start off working as youngsters, most of us don’t have the common sense to move beyond our juvenile selves to assume more mature character traits appropriate for the workplace.
We also typically land in jobs where our potentially outrageous behavior can cause the least amount of damage — in my case, this included mating freshly-grilled burgers with appropriate-sized buns for the steamer storage bin at Burger King.
Later, our mismatched personalities of “future business mogul” and “party animal” duel it out in college during classes, internships and more responsible employment.
Then we madly scramble to figure out who we really are before we interview in the full-time professional world — where, of course, our potential employers think we’re only going to stay for two years anyway.
However, when each of us eventually enters the professional workforce, our youth and inexperience still typically dictate the creation of a brand new professional personality where one may not have existed before.
The result: a work-week personality vs. a weekend personality.
After all, it’s normally not advisable to do shots out of someone’s belly button in the Board Room.
As the years pass and our resumes expand, these dueling personalities pretty much have to unite as one — a multi-faceted persona, we can hope, but one nonetheless.
Even so, we were all young once. Beginning with everyone’s first foray into the workforce, an ongoing battle commences of “character” versus “characters” — who we are as compared to who we sometimes pretend to be.
Perception versus reality
These days, society doesn’t always help.
First, the wireless world has all but stripped today’s youth of the ability to communicate in person.
Then, with the increasing popularity of Reality TV, our “character” is often influenced by “characters” whose “reality” bears no resemblance to whom we are or who we should be.
For example, not immune to the allure of a Real Housewife, I still understand that I am sometimes being entertained by bad behavior while an impressionable youngster actually may tragically aspire to become “16 and Pregnant.”
And though “Saturday Night Live” alum Darrell Hammond has laid claim to the longest tenure of any SNL performer (1995-2009), this does not mean his personal character compares to the various “characters” he has portrayed: President Bill Clinton, Vice Presidents Al Gore and Dick Cheney, Regis Philbin and an Alex Trebek-loathing Sean Connery.
My recent chat with “businessman” Hammond revealed a man who sermonizes the value of hard work, determination and goal setting. He’s not really a president — he played one on TV.
At least pop-culture icon Judge Judy Sheindlin presents a reality-based version of the legal system — one that rewards polished communication skills, honesty, respect and even posture. Like her or not, Judge Judy’s least-successful guests suffer very public consequences stemming from a lack of preparation and yes, character.
Facing the job ahead
Of course, we can still complain about the seemingly selfish behavior of our younger generation, but before we throw Gen-Y under the bus. Who was driving the bus in the first place?
Weren’t today’s successful CEOs, VPs, senior managers and entrepreneurs also the parents who raised Gen-Y?
The bottom line: experienced business professionals must accept a more significant role in mentoring our young charges as they are essentially playing an adult version of Follow the Leader.
There is simply no greater example of character in business than a willingness to mentor and lead by example.
Though, to an actor such as Hammond, "honest" refers to a truthful portrayal of a character, using "honest" as a character trait resonates equally well in the business world.
After all, no one wants to deal with a business professional who is acting the part.
Real character matters.
Speaker, writer and “professional storyteller” Randall Kenneth Jones is the creator of RediscoverCourtesy.org and the president of MindZoo, a marketing communications firm in Naples, Fla. He can be reached at Randy@mindzoo.com or (571) 238-4572.