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Live in Marketing

  • Live & Upcoming Episodes (3)
  • 00:54

    Building a Company to Compete with Larger, More Established Entities

    in Marketing

    John Cerasani shares his top three tips to build a well-established company:
    Number One: Get Your Hands Dirty — There is not one function of my current company or any of my former companies that I could not tell you the inner workings of. I am a firm believer that you can’t lead a team if you are not familiar with their occupation. Now, I am not saying that you need to be the best at each function; you shouldn’t be, but you should understand the job function intimately so you can find and hire a person that can do it as good or better than you, and then effectively lead him/her.
    Number Two: Inflate Your Company, Not Your Head — Take phrases like “my employee” out of your vocabulary and replace them with “my colleagues.” Go to an initial prospective client meeting as someone that is looking to help and serve that client. Do not go as the company President that is looking to impress them.
    Number Three: Be Concise, Be Succinct, Be Detail-Oriented in All Communications — Every industry has its share of buzz words or phrases that simply are what I think of as space fillers when there is nothing intelligent to add or say. IThe reality is though, that there isn’t a place for it anywhere.
    Tune in and listen to John's answers to questions such as:
    What is the transition like from working for someone to starting your own business? What do you look for as a venture capitalist? What are some lessons you’ve learned from sports that you look for in founders? Why do you think that society has not caught up with the times in terms of career paths? What is your book, “The 2000 Percent Raise” about? And much, much more!

  • 00:59

    The Unparalleled Plight of New Leaders

    in Marketing

    The vast majority of new leaders step into their roles with little to no guidance. Studies show that while 83 percent of organizations say it’s important to develop leaders, only 5 percent have implemented plans to do so. The transition from individual contributor to being responsible for the performance of others is fraught with challenges. Without a playbook, most new leaders flounder. New leaders aren’t aiming to go from good to great — they’re just trying to make it to the end of the week!
    Once they move into their leadership role, new leaders discover that what they thought a leader’s job would be and what it is are two different things. Before becoming one themselves, they assumed a leader’s job was interesting, impactful, and important. But once in the role, they quickly discover that often leadership is just plain hard, and comes with pressures from all sides. Yet much of the hardship new leaders suffer through is entirely preventable — often by recognizing and addressing shortcomings of their own making. Bill Treasurer offers essential lessons that will enable new leaders to create higher standards for themselves and their teams, including:
    How to live the values you want others to live by How to ward off getting overwhelmed What important question to ask yourself when you feel angry, frustrated, or emotionally charged What “don’ts” to impose so you don’t burn out Tune in and listen to Bill's answers to questions such as:
    What got you interested in the field of leadership in the first place? You write about 3 areas of leadership fitness. What are they? One of your chapters is Cultivate Composure. Why is that important to leadership? What are you hoping that readers come away with from reading this book? And much, much more!