Joyce and I talked about a new idea for presentations. To make them less blasé. "When you're on a first date, you don't come in with your resume... You talk and gesture, and wow them with your words and body language!"
She's right, you know.
October 29, 2009
October 28, 2009
Tom from Blue State Digital
Had the honor today to hear from Tom Gensemer, a partner of Blue State Digital, the agency responsible for Obama's 2008 digital campaign, which was obviously overwhelmingly successful.
He focused on e-mail marketing. Not Twitter, not Facebook, not Gazoobla... E-mail. Why? Because that's where the audience was.
He offered a number of tips for this kind of marketing. The distilled lessons can be applied to any communications.
He focused on e-mail marketing. Not Twitter, not Facebook, not Gazoobla... E-mail. Why? Because that's where the audience was.
- Create and maintain a narrative
- Stay on-message
- Say one thing at a time
- Make the call-to-action clear and singular
- Offer small victories along the path—make people feel like they're getting somewhere
- Don't forget who you're talking to—refer back to the strategy frequently
- Test everything, always
- Answer these questions for your audience: Why am I on this list? What do you want from me? What comes next?
Another key: Market to people so that they don't feel like they're being marketed to. Maybe disguise your message as entertainment. And I love that idea. It's times like this when I wonder whether I have any sense of ethics...
October 23, 2009
Lessons from Paul
"When I hire new employees, I make sure they have a college degree. I don't care what it's in—just that they have one. It shows their ability to commit to something and follow through."
He did concede later, though, that he likes the way Computer Science majors think. "It's just such an amazing way they look at things. I mean, in their classes," he said, "they learn so much about the inner workings of the hardware and the fundamentals of how computers function. They get such an intimate understanding of everything... And that translates into better programs. Programs that work with the hardware, that go along with the basic way computers work. People who try coding and don't have that kind of background, well, they create software that's bloated and slow, that doesn't work as well as it could."
What does that mean? Well, I'll be honest: Part of me wanted to run to the registrar and change majors. To prove that I could be brilliant, I guess. But then I realized that wasn't necessary—that I could pull some wisdom from what Paul had told me:
To really solve a problem—any problem—you need to examine its fundamentals, not just the superficial. Look at it from the backend. See what's going wrong at the root and be prepared to do a complete overhaul.
In a Web site, for example, a "redesign" isn't just a redesign. Changing the color palette and pretties won't do any good if there are still major problems in the backend—if you're targeting the wrong audience, for example, or you don't realize that you're not reaching people in the best way.
Shorter yet: Even if it looks pretty, it can still suck.
He did concede later, though, that he likes the way Computer Science majors think. "It's just such an amazing way they look at things. I mean, in their classes," he said, "they learn so much about the inner workings of the hardware and the fundamentals of how computers function. They get such an intimate understanding of everything... And that translates into better programs. Programs that work with the hardware, that go along with the basic way computers work. People who try coding and don't have that kind of background, well, they create software that's bloated and slow, that doesn't work as well as it could."
What does that mean? Well, I'll be honest: Part of me wanted to run to the registrar and change majors. To prove that I could be brilliant, I guess. But then I realized that wasn't necessary—that I could pull some wisdom from what Paul had told me:
To really solve a problem—any problem—you need to examine its fundamentals, not just the superficial. Look at it from the backend. See what's going wrong at the root and be prepared to do a complete overhaul.
In a Web site, for example, a "redesign" isn't just a redesign. Changing the color palette and pretties won't do any good if there are still major problems in the backend—if you're targeting the wrong audience, for example, or you don't realize that you're not reaching people in the best way.
Shorter yet: Even if it looks pretty, it can still suck.
October 21, 2009
Another Move
"Yeah, that's kind of what they do here," Amanda told me. "Like, they'll bring you on board for one thing and then, when they get to know you better and learn about where your skills lie, they'll move you to something that fits you better."
So that explains why I'm now working with Paul Brienza, the Senior Vice President of the Digital "Department," who's Dennis' supervisor. I'm working in his office now, or in the conference room outside it, or downstairs in my cubicle, or anywhere.
This is exciting for a few reasons. First, Paul really understands the potential value of an internship. He invites me to shadow him and see how he works with clients, to get my feet wet in his colleagues' projects... To learn through osmosis and take on real responsibility. Second, because I'm one step closer to working with actual clients. Third, because, well, I'm easily excitable.
We'll see how this develops.
So that explains why I'm now working with Paul Brienza, the Senior Vice President of the Digital "Department," who's Dennis' supervisor. I'm working in his office now, or in the conference room outside it, or downstairs in my cubicle, or anywhere.
This is exciting for a few reasons. First, Paul really understands the potential value of an internship. He invites me to shadow him and see how he works with clients, to get my feet wet in his colleagues' projects... To learn through osmosis and take on real responsibility. Second, because I'm one step closer to working with actual clients. Third, because, well, I'm easily excitable.
We'll see how this develops.
October 19, 2009
United Way Campaign
Jen, one of the other HR leaders, talked to me and two of the other interns today about the United Way giving campaign at Laughlin—which we'd be in charge of executing this year.
We took on the project graciously, and got right to planning some great and fun ways to encourage people to donate...
We took on the project graciously, and got right to planning some great and fun ways to encourage people to donate...
October 14, 2009
The Move
Well, the kind-of move.
"You're just too damn good," Joyce told me, with the sentiment of a mother reluctant to let her kid go off into the world. She was passing me off to Dennis—well, kind-of—a digital strategist, for whom I had the prospect of working with actual clients (and getting paid for it).
I'm still going to be working with CoolJobs and the Social Rebels; I'm just doing other stuff, too. I sat down with Dennis and he gave me a few tasks to start out with. Looking at some things, organizing my thoughts and creating recommendations.
He also told me to take a look at Laughlin's current clients and pick a few that I'd be interested in working with.
So... I came on board for "a few weeks" to do a project, the groundwork for which was done, and now I've gotten something of a promotion, I think. Things are looking good.
"You're just too damn good," Joyce told me, with the sentiment of a mother reluctant to let her kid go off into the world. She was passing me off to Dennis—well, kind-of—a digital strategist, for whom I had the prospect of working with actual clients (and getting paid for it).
I'm still going to be working with CoolJobs and the Social Rebels; I'm just doing other stuff, too. I sat down with Dennis and he gave me a few tasks to start out with. Looking at some things, organizing my thoughts and creating recommendations.
He also told me to take a look at Laughlin's current clients and pick a few that I'd be interested in working with.
So... I came on board for "a few weeks" to do a project, the groundwork for which was done, and now I've gotten something of a promotion, I think. Things are looking good.
October 12, 2009
First Checkpoint, and a Revelation
At the end of the day today, CoolJobsAtLC had 132 Twitter followers (increase of 24) and 49 Facebook fans. Not so bad.
Here's something important I realized, though: Don't post content just because it's there and you "need" to make an update. Make sure all updates relate to your strategic goals.
It's like when a teacher tells students that a paper has to be 4 pages; students will say what they need to say in a page or two, then write two full pages of filler. Garbage.
There's too much garbage on the Internet already... Let's not worry so much about making the Quantity Quota, and instead focus on the Quality Quota.
(Oh, and my cubicle was all nice and decorated for my birthday today, including cookies! Thank you!)
Here's something important I realized, though: Don't post content just because it's there and you "need" to make an update. Make sure all updates relate to your strategic goals.
It's like when a teacher tells students that a paper has to be 4 pages; students will say what they need to say in a page or two, then write two full pages of filler. Garbage.
There's too much garbage on the Internet already... Let's not worry so much about making the Quantity Quota, and instead focus on the Quality Quota.
(Oh, and my cubicle was all nice and decorated for my birthday today, including cookies! Thank you!)
October 8, 2009
Goals
Joyce recommended that I create a few goals for the CoolJobs sites, now that I have them all set up. (By the way: http://facebook.com/CoolJobsAtLC and http://twitter.com/CoolJobsAtLC.) The most important thing is that they be realistic, measurable and specific. So here's where I'm starting:
10 tweets/week (research suggests that 2–10 tweets a day is optimal)
50 Facebook fans by Oct. 12
50 more Twitter followers by Oct. 12
That gives me... 4 days to get 50 more fans and followers. I have no experience, so I don't know how "realistic" that is, but whatever.
10 tweets/week (research suggests that 2–10 tweets a day is optimal)
50 Facebook fans by Oct. 12
50 more Twitter followers by Oct. 12
That gives me... 4 days to get 50 more fans and followers. I have no experience, so I don't know how "realistic" that is, but whatever.
Genesis
Last spring, when I was planning out this semester, I made a decision: I wouldn't do an internship. I had too much on deck: I knew I was going to be an ambassador in Marquette's Global Village program, the pledge educator for Sigma Chi Fraternity, the Vice President of Communications for the Interfraternity Council and the Online Editor for Marquette Student Media. Oh, and I'd be a full-time student. I just wouldn't have the time for an internship.
Fast forward to early October. The headless chicken busyness of September had died. Class was in full swing, Student Media was off its feet, fraternity recruitment was over and I was sitting pretty.
I got a Facebook message from Amanda, a friend of mine from my copywriting class last semester, asking if I was doing an internship this semester, because Laughlin/Constable downtown was looking for someone to come on for a few weeks and help out "with social media."
Sure, I was busy, but I know an omen when I see one. Before I knew it, I got an e-mail from Joyce O'Brien, the head of HR at Laughlin. Four short days later (after a curious weekend), I was sitting inside the Mitchell Building downtown, waiting to meet Joyce.
I was way overdressed.
But not over-prepared. It hit me then, when I was sitting there, that I ought to be nervous. I was looking for a job, after all. I suddenly wondered whether there'd be an interview, and I tried to think of some things that I might say. "Then again," I reasoned. "This is just a short-term thing. It's not so serious."
Joyce was great. Ebullient, she led me to her office, where we had a quick chat. She described the project to me in a little more depth, set me up with a cubicle and gave me a brief orientation, during which I met more people than I care to realize that I've already forgotten.
What I'd be doing, in short, was getting Laughlin/Constable's HR department online in the realms of social media. Facebook, Twitter, LinkedIn—the usual suspects. Once everything was up and running, I'd plan the strategy and policy, and develop content with my teammates.
The next day, I facilitated a meeting with some of the other Social Rebels—the name of my team—during which we brainstormed myriad ways to use our social media outlets. I had already done some thinking of my own, and I was skeptical as to what more could be thought up. I was surprised and excited, though, to find myself with a giant list (quite literally—it was like 12 feet wide) of tactical social media ideas.
I spent the rest of the day organizing and prioritizing them.
Fast forward to early October. The headless chicken busyness of September had died. Class was in full swing, Student Media was off its feet, fraternity recruitment was over and I was sitting pretty.
I got a Facebook message from Amanda, a friend of mine from my copywriting class last semester, asking if I was doing an internship this semester, because Laughlin/Constable downtown was looking for someone to come on for a few weeks and help out "with social media."
Sure, I was busy, but I know an omen when I see one. Before I knew it, I got an e-mail from Joyce O'Brien, the head of HR at Laughlin. Four short days later (after a curious weekend), I was sitting inside the Mitchell Building downtown, waiting to meet Joyce.
I was way overdressed.
But not over-prepared. It hit me then, when I was sitting there, that I ought to be nervous. I was looking for a job, after all. I suddenly wondered whether there'd be an interview, and I tried to think of some things that I might say. "Then again," I reasoned. "This is just a short-term thing. It's not so serious."
Joyce was great. Ebullient, she led me to her office, where we had a quick chat. She described the project to me in a little more depth, set me up with a cubicle and gave me a brief orientation, during which I met more people than I care to realize that I've already forgotten.
What I'd be doing, in short, was getting Laughlin/Constable's HR department online in the realms of social media. Facebook, Twitter, LinkedIn—the usual suspects. Once everything was up and running, I'd plan the strategy and policy, and develop content with my teammates.
The next day, I facilitated a meeting with some of the other Social Rebels—the name of my team—during which we brainstormed myriad ways to use our social media outlets. I had already done some thinking of my own, and I was skeptical as to what more could be thought up. I was surprised and excited, though, to find myself with a giant list (quite literally—it was like 12 feet wide) of tactical social media ideas.
I spent the rest of the day organizing and prioritizing them.
Subscribe to:
Posts (Atom)
