This is the second part of our seven-part series on HR and talent.

This week, Danny Wain looks at how to draw inspiration from Google to innovate in HR and talent management.

Remember, each episode is a mere 2-3 mins long, short enough for the busiest managers or talent folks. And do drop us a line if you’re interested in sponsoring this series.

You can find out more about what Danny does here. Next episode goes up next week.

Two-and-half years ago we did this podcast with Danny Wain who, at the time, was in charge of learning and development at research firm RI.

Ever since then we’ve wanted to capture his considerable experience on how to get the most out of talent and share it with you in bite size chunks, something we can finally do today. We’ve filmed seven episodes which we’ll put out weekly (with a hiatus during August).

Each episode is a mere 2-3 mins long, short enough for even the busiest managers or talent folks out there (that’s right, these are aimed at anyone with line management responsibility or whose job spec involves nurturing talent). Moreover, the series will cover all sectors, not just research.

The series begins with a look at ways to make a business case for learning and development. Next week we look at how you can take advantage of Google’s approach to innovation. And then we’ll tackle some other challenges including persuasion, trust and measurement. All good stuff

This initiative has involved a significant amount of our time which we’re bringing to you free. So if there’s any potential sponsors out there who’d like to support this effort plus get your name in front of a bunch of thought-leaders, drop us a line as we’d love to work with you.

By the way, Danny’s now set up his own talent and learning and development consultancy, do check it out.

As always, we hope you enjoy this. And do please share this with as many people as possible through twitter, Facebook, email etc.

 My senior management team, I made sure that they could do stages 1 (turnaround) and 2 (growth), with a real emphasis on delivering 2.

Sponsored by 
Meet Kimberly Till, head honcho at TNS North America. And by “meet” we mean this is the first chance to really get to know her and her passion.

Anyway, back in May 2006, Kimberly accepted the challenge of turning around the troubled North American operations of TNS, the world’s #2 MR firm. She took on this challenge despite lucrative offers from internet startups after a career at Microsoft and in media and entertainment. Listen on to find out how the turnaround is going, how she approaches leadership, and how she intends to inject a much-needed spirit of entrepreneurism into TNS NA

Listen to other podcasts in this series

 STARRING 

• Kimberly Till, CEO, TNS North America
• Simon Chadwick, partner, Cambiar and gravitas (Host, in spirit)

Timeline [14m57s]
00m00s Intro.
00m56s Kimberly’s progress on TNS NA’s turnaround.
01m51s Tackling the post-merger consolidation (with NFO).
02m22s Why Kimberly chose TNS over lucrative offers from tech start-ups.
03m12s Leadership challenges during the turnaround.
04m32s Hiring leaders from within the industry vs. outside.
05m59s Hiring for turnaround (survival) vs. post-turnaround (growth).
07m35s Attracting talent to the new TNS NA.
08m23s Leadership style.
08m55s Shifting TNS NA from a “Microsoft” to a “Google”.
09m46s Encouraging entrepreneurism and risk.
12m20s Importance of qualifications.
13m02s Inspirational heroes.

Notable Mentions
Apple.
Bill Gates.
David Lowden.
Euro Disney.
Google.
M&A.
MBA.
Michael Eisner.
Microsoft.
Steve Jobs.
The Lion King.
Walt Disney.

Quotes
Choosing TNS: “The market intelligence industry is at a really interesting stage…it’s about to do maybe not a full paradigm shift, but technology is really driving this industry in new and interesting ways.”

The leadership challenge: “Somebody has to really come in and set the strategy and vision and then really have every single part of the company come in line with that. And it sounds easy…but it’s very, very difficult. And we were trying to do that in a very short time…we were brought in as the team to turn things around.”

Hiring criteria: “My senior management team, I made sure that they could do stages 1 (turnaround) and 2 (growth), with a real emphasis on delivering 2.”

Removing bureaucracy: “…one of things I always kept saying to myself was if I ever get to run a company, I am going to make that I absolutely streamline and cut out all that stuff that general employees do not want, and employees love that.”

Managing risk: “Good management is able to say…cut your losses. And Michael Eisner at Disney used to say that a lot too. It’s killing off the projects that’s most difficult in a company because somebody’s passionate about pushing them.”

Importance of qualifications: “There are good leaders with and without MBAs.”

Thanks to KD Consulting for sponsoring this podcast, and to freelance media and marketing journalist Jo Bowman for the use of her dulcet tones for the outro

Music 
Steffen Coonan,
The Blue Mile and Theatrimus from the PMN

Series:Leadership

 Probably the single most important [leadership] quality at the moment
is clarity.(Lorna Walters)

Sponsored by 
 THE LEADERSHIP SHOW  In the previous edition of The Leadership Show, host Simon Chadwick chatted with some of industry’s foremost entrepreneurs. Now it’s the turn of three corporate leaders in mega agencies to define their leadership style and imperatives. And while you’d expect a contrast, it’s not always where you’d expect

Listen to other podcasts in this series

 STARRING 

• Bob Skolnick, CEO, Synovate North America
• Lorna Walters, CEO, Research International USA
• Phyllis Macfarlane, Head, GfK NOP Custom
• Simon Chadwick, partner, Cambiar and gravitas (Host)

Timeline [22m37s]
00m00s Intro.
01m21s Most important qualities in large agency leaders.
03m27s The value of passion in corporate leadership.
05m11s Dealing with change – corporate restructuring, being sold.
06m22s The challenge of employee transparency and mission evangelism.
07m00s Decision-making autonomy.
08m03s Leadership skills and development.
09m42s Identifying future leaders.
11m46s Leadership development: grow internally vs. bring in new blood?
12m41s Best growth strategy: organic vs. acquisitions?
15m38s Leadership legacy for each guest.
17m21s Leadership heroes.

Notable Mentions
Adrian Chedore (Synovate).
Ambiguity.
Billie Jean King.
Congressman Maurice Udell.
Eric Salama (Kantar).
Kimberly Till (TNS).
Kit Molloy.
Michael Jordan.
Moses.
Nelson Mandela.
Oliver Cromwell.
Paradox.
Passion in leadership.
Philip Barnard.
Second Life.
Senator Barack Obama.
Social networks.
Synovate Rap video.
Tiger woods.
Tony Cowling (TNS).
TRU (Teenage Research Unlimited).
Warren Buffett.
Web 2.0.
Xerox.

Quotes
Good leadership qualities: “Probably the single most important quality [for leadership] at the moment is clarity. Clarity of vision, clarity of purpose, externally and internally.” (Lorna Walters).

Good leadership qualities: “Being able to deal well with ambiguity and change at an individual level.” (Bob Skolnick).

“Philip Barnard used to say ‘never underestimate the power of ambiguity’!” (Simon Chadwick).

Passion: “Passion can’t exist without purpose.” (Lorna Walters).

Passion: “I’m not being condescending here [towards entrepreneurs] but to be passionate about a single issue is easier than to be passionate about a whole range of things.” (Phyllis Macfarlane).

Transparency with employees: “Any form of being patronising or only giving certain pieces of information or trying to spin and manage is just a nonsense.” (Lorna Walters).

Autonomy: “GfK are a very benign owner…they don’t impose guidelines and so it makes for a much, much easier decision-making process.” (Phyllis Macfarlane).

Identifying future leaders: “That’s a very difficult question…intuition is very important. I think the thing that distinguishes people…is the ability to see the big picture…to see the trends, to pull it together…and it’s surprising how many people don’t see big pictures.” (Phyllis Macfarlane).

Developing leaders: “It is absolutely essential…to demonstrate a career path by cultivating leaders [internally]…I think the US industry particularly did a miserable job of training and developement.” (Bob Skolnick).

Growth challenges: “It’s wrong to assume that large companies don’t have a high growth opportunity.” (Lorna Walters).

Legacy: “One of the nicest leaving cards I had was for one of my guys who I brought in for charting…he said ‘thank you for holding the door of IT open while I slipped in’”. (Phyllis Macfarlane).

Legacy: “I would like people in retrospect to feel like I helped create pathways…and that we had fun building something together.” (Bob Skolnick).

Legacy: “Being open and honest and leaving behind an organisation that is fearless and confident…” (Lorna Walters).

Thanks to KD Consulting for sponsoring this podcast, and to freelance media and marketing journalist Jo Bowman for the use of her dulcet tones for the outro

Music 
Steffen Coonan,
The Blue Mile and Theatrimus from the PMN

Series:Leadership

The fact that companies like Toyota and Tesco and Proctor & Gamble in many of its categories have shown that you can in fact keep improving delivery on the basics, shows that it’s not just a commodity…

The renowned marketing Professor Patrick Barwise is a relatively rare animal, an academic with commercial instinct and pragmatism. Here he talks to Michael Warren about the ramifications of his two most recent books, ‘Simply Better’ (which won the American Marketing Association’s 2005 prize for the best recent book in marketing), and one that he is currently writing with the working title: ‘Customer Insights – Beyond Market Research’. His ability to cut through marketing myths, hype and meaningless jargon using solid reasoning reinforces his position as one of the industry’s most valued thought-leaders

Listen to other podcasts featuring Patrick

 STARRING 

• Prof. Patrick Barwise, LBS, and co-author, Simply Better
• Michael Warren, research consultant

Timeline [16m21s]
00m00s Intro.
01m18s Why the basis for ‘Simply Better’ is controversial.
02m35s Differentiation that matters.
03m53s Is ‘Simply Better’ now the received wisdom?
04m44s The objectors – Rees and Trout.
06m24s Customers rarely bother to compare all the competing brands, or use all the information available (the lack of economic rationality).
08m32s Beyond ‘thinking outside the box’.
10m33s Paddy’s new book: ‘Customer Insights – Beyond Market Research’.
13m42s Does the new approach mean greater cost?
14m23s Is ‘Insight’ puffery or something that has substance?

Notable Mentions
American Marketing Association.
Behavioural economics.
Harvard Business School Press.
Harvard Business School.
Insight.
Marks and Spencer.
Peter Drucker.
Proctor & Gamble.
Rational economics.
Research Now.
Sean Meehan.
Tesco.
Toyota.
USP.

“Differentiate or Die”, by Jack Trout and Richard Rees.

Quotes
“…the basics are what really matter to customers…and in most markets you can differentiate on the basics…” (Barwise).

“One reason the book has done well is by the time the dust has settled, people realise it’s in fact an optimistic book, a very positive book.” (Barwise).

“The rational economic model is a deliberately over simplified model. I think the trouble is that some economists don’t realise how grotesque and over simplified it is.” (Barwise).

“Very little which is sensible is completely new.” (Barwise).

“Customer complaints, everyone knows, should be a source of insight and improvement but most companies are not sufficiently exploiting that.” (Barwise).

“There’s huge importance in talking to customers directly, having senior managers spending time with customers.” (Barwise).

“…a customer insight in itself achieves nothing unless it is acted on by the people with the power to act, so that it leads to an improved product or service or whatever.” (Barwise).

“Most market researchers know the saying that managers often use research as a drunk uses a lamp post, for support not illumination!” (Barwise).

Music Theatrimus from the PMN

Thanks to Jo Bowman, freelance media and marketing journalist, for her dulcet tones in the intro and outro.

Series:MarketingTalk

 Entrepreneurship: “The satisfaction of building something from nothing“
(Gian Fulgoni)

 
 THE LEADERSHIP SHOW  Not all leaders are entrepreneurs. And not all entrepreneurs make good leaders. But, my oh my, when you get leaders that ARE good entrepreneurs, you can be sure that innovation and success are close behind. So sit down and prepare to be inspired by some anecdotes and wise words from three entrepreneurial leaders of our time – Chet Zalesky, Clare Bruce and Gian Fulgoni, Gian being a serial entrepreneur. Hosted by none other than Simon Chadwick, himself a former leader at Gfk NOP and now a strategic advisor. Part of our new leadership series, look out for more episodes

Listen to other podcasts featuring Clare

 STARRING 

• Chet Zalesky, founder and President, CMI Solutions
• Clare Bruce, founder and CEO, Nunwood Consulting
• Gian Fulgoni, co-founder and Chairman, comScore Networks
• Simon Chadwick, partner, Cambiar and gravitas (Host)

Timeline [21m34s]
00m00s Intro.
01m12s What makes an entrepreneur?
02m19s Starting a business through frustration.
03m11s The satisfaction of building something from nothing.
03m24s Entrepreneurial DNA.
04m35s Are entrepreneurs driven by passion?
06m37s Self belief and battling naysayers.
07m51s “What on earth am I doing!”.
09m10s How the founder’s role changes (“[over time] the justification for me becomes less obvious”).
10m43s The initial vision.
11m46s Change as a friend of the entrepreneur.
12m22s Becoming personally involved in hiring.
13m00s Giving staff a stake in the business.
13m58s Leaving the business and passing the torch.
14m44s Retaining creativity by investing in startups.
16m39s Inspirational hereos and role models.
19m58s Is MR naturally entrepreneurial?

Notable Mentions
ACNielsen.
Atari.
Commodore.
Donald Trump.
Dotcom boom and bust.
Dr. Alfred A. Kuehn (founder, Management Science Associates).
Entreprenurism.
IRI.
John Malec (founder, IRI).
Keller Fay.
Management Science Associates.
Margaret Thatcher.
Venture capitalism.
Winston Churchill.
Yesmail.

Quotes
On what makes an entrepreneur: “Someone who can’t work in a larger organisation!” (Gian).

“My family came from a farming background.” (Gian).

“We’ve even moved on from insight to adding emotion to everthing we do. Adding pixie dust is how we describe it, adding something that will touch their hearts and reach them as a person.” (Clare).

“[A receptionist asked me how I did it]…it wasn’t that I did it, I loved what I did…You really need to follow your passion and the rest should take care of itself.” (Chet).

“I would say though that the passion is necessary if one’s an entrepreneur because you’re always coming up against people who will tell you something can’t be done…you’ve just got to have alot of passion and emotion to just keep going and drive through all of that.” (Gian).

“As you build a company it’s really important to not have your people see the doubts that maybe occasionally cross your mind as to whether something can be done or not.” (Gian).

“It makes no sense to hire professional managers during the early years of a company, it’s the last thing you want. You want people who can thrive in change and people who are creative.” (Gian).

“The challenge for me, and I’m sure for every other leader on the planet, is to create the environment that makes these awesome people stay…we can’t afford to be so stupidly arrogant these days.” (Clare).

Thanks to freelance media and marketing journalist Jo Bowman for the use of her dulcet tones for the outro

Music 
Steffen Coonan and Theatrimus from the PMN

Series:Leadership

 BIG Conference  In this, the final podcast in the run up to the BIG Conference, Andy Dexter makes the case to Steve Wills for a pure consultancy focused completely on insight. But while he makes a persuasive case, can he convince Steve that he has thought through the many issues surrounding talent? Listen to find out

Listen to other podcasts featuring Steve

 STARRING 

• Andy Dexter, founder and Managing Partner, Truth Consulting
• Steve Wills, co-founder and MD, Customer Insight Solutions (Host)

Learn more about BIG Conference 2007

Timeline [15m28s]
00m00s Intro.
00m43s What is Truth Consulting doing that’s new?
01m37s Why couldn’t Andy do this in his previous, larger organisation?
02m45s Is MR ripe for change?
03m14s Agencies that provide true insight can’t also be data collectors.
04m01s Is the aim to compete with management consultancies.
04m47s The good and bad about being in a listed group.
05m35s Fragmentation.
07m11s Will insight consultants be able to deal with more than just research data?
08m03s Attracting and retaining quality talent.
09m37s Changes in clientside insight teams.
10m21s Where within client organisations should the ‘Insight’ function live?
11m31s Clients are frustrated with the lack of researcher enthusiasm at the end of studies.
12m19s Clients are learning to ask for something different to promote change.
12m52s Andy’s paper at BIG.
14m43s Andy’s future ambitions.

Notable Mentions
Allan Leighton.
Compaq.
Consultancy.
Customer Insight Forum.
David Smith (DVL Smith).
Dell.
GMI.
IBM.
Industry consolidation.
Insight.
Jorge Garcia Gonzalez.
Management consultancy.
Managing talent.
McKinsey.
Research Now.
RoI.
Simon Chadwick.

Quotes
“The world ‘industry’ is freighted with quite a lot of connotations…it by no means captures the whole of the market research sector”

Thanks
A huge thanks to Steve, Andy, and to Ruth McNeil for their help in producing these podcasts

Thanks to freelance media and marketing journalist Jo Bowman for the use of her dulcet tones for the intro and outro

Music Theatrimus from the PMN

Series:Events Series:BIG07
Series:Leadership

We all know about the surging economies in India and China and how they stand to become the largest within decades. But in this conversation with the passionate and authoritative Prof. Richard Scase, we hear how this and other global issues such as climate change and energy shortages, will affect everyone in both a personal and professional capacity. It’s not a pretty picture, but then again we need leading forcasters like Richard to get us all to act before it’s too late

 STARRING 

• Prof. Richard Scase, Academic, Entrepreneur, and Author, Global Remix

Recorded live at the Euro MR Event 2006

TIMELINE [15m19s]
00m00s Intro.
00m45s The seismic shifts in the global economy.
02m37s China and India will soon become the main global spenders.
03m30s What should companies be doing?
04m47s Global demographic shifts.
05m12s China and India as centres for research and entrepreneurship.
07m31s The implications of global shifts on the person in the street.
09m33s “Energy prices will treble in the next 5-10 years”.
10m05s Are China and India responding to the challenge of climate change?
10m59s How should governments respond?
12m14s Will we solve the issue of energy shortage before oil and gas run out?
13m42s Richard’s background.

Notable Mentions
Capital Radio.
China.
Energy shortages.
Global warming.
IBM.
India.
Inflation.
Kyoto Protocol.
Microsoft.
Nelson Croom.
Novartis.
P&G.
Unilever.
USA.

Music Theatrimus from the PMN

Series:MarketingTalk
Series:EMRE06 Series:Events

 GUESTS  Clare Bruce, founder and CEO, and Luke Allen, MD, Knowledge Systems of fast-growing Nunwood

 TOPICS  Are entrepreneurs born or made? Is Nunwood’s ‘Fizz’ the Google for inside the organisation?

 THE GREAT JOB CHALLENGE #4  Spring Research is looking for you. If you’re creative, perhaps unappreciated where you are, and want to work in a small but fast-growing, award-winning agency that is getting a reputation for doing some really fun and cool stuff, pop over to their website or drop managing partner Stephen Phillips an email. Please mention ‘ResearchTalk’ and good luck!

 NOTABLE MENTIONS  ASC, Bill Gates, Fizz, Google, Mrs Pritchard (BBC), National Business Awards, Price Waterhouse, Stephen Phillips, Tom Peters

Thanks to Corrine Green, Nokia, for the independent insight into Fizz

Music Brother Love and Michael Gomez from the PMN

Series:Weekly

 Sponsored by 
Aimed at managers and HR folks, Anna Farmery and Daniel Wain take us through some practical ways in which to help employees better engage with their employer brand and hence realise their full passion and potential. As a former HR director and someone who is passionate about this issue, as evidenced by her excellent blog and podcasts, there’s no better source than Anna for this valuable advice. And in his inimitable style, Daniel shares his views, tips and initiatives from RI

 STARRING 

• Anna Farmery, The Engaging Brand
• Daniel Wain, Director of Learning and Development, Research International

PODCAST
Please let us know what you think of this podcast.

Timeline [32m07s]
00m00s Introduction.
01m31s Rationale for The Engaging Brand.
02m10s Training 2.0.
03m00s The role of HR, managers and employees.
03m32s How to engage employees.
07m32s Recruiting the right leaders and managers.
09m28s Is the MR industry sufficiently attractive to new recruits?
13m12s The three rules to getting the best out of people.
15m50s Delivering on internal brand promises.
17m48s Roles and responsibilities.
18m59s RI’s approach to training and development.
22m42s Effective training on a tight budget.
26m08s Using modern tools to connect with employees (blogs, podcasts, wikis).
29m28s Anna’s hoped-for legacy.

NOTABLE MENTIONS
Hallmark.
Harvard Business Review.
Royal Mail.
Sir Richard Branson.
Southwest Airlines.
Virgin.

QUOTES
On the rationale for the blog and podcast: “It’s all about getting that fun and experience into the workspace.” (Anna).

On how the research industry sees training: “I feel very strongly that we think about learning in a very narrow definition of training …and it being something that is done to you.” (Danny).

On being resourceful with the training budget: “There is a huge amount of resource on the Internet that is absolutely free.” (Anna).

On the crucial reason for engaging employees: “…if people are engaged they deliver higher performance … I don’t care what it is, whether you are making a product or a service, it’s people that deliver the experience to the customer … the first port of call is give the person in the company the experience themselves.” (Anna).

On the need to engage all employees: “The salary maybe reflects the experience or the technical level of the job, but that does not mean that the person is not valuable to creating the company vision. Where companies really succeed…is that seeing every part of your company as an extension of your customer or corporate brand.” (Anna).

On being authentic: “If what you’re trying to do is portray to the outside world an innovative, creative solution, then you need to create that culture within … if it’s one where no individual can ever make a decision without going to the CEO, then that’s not necessarily innovative, creative to that individual.” (Anna).

On attracting talent: “I don’t think that within the industry we have enough role models and also I don’t think we think about developing people as ambassadors for the whole industry.” (Danny).

On what makes a good manager: “The further up you go [in an organisation], the more the emotional intelligence actually comes into it and the more it is about getting the best out of people, and that isn’t the best market researcher.” (Anna).

On nurturing: “In order for people to be ambassadors they’ve got to actually feel it.” (Anna).

“You join a manager, you leave a manager.” (Anna).

On effective recruitment: “Word of mouth marketing happens with employees as well … people start to join companies that people are talking about as a great place to work.” (Anna).

On not being so defensive about MR: “If you just keep flagellating yourself in public [that MR doesn't seem to attract people] then you shouldn’t be surprised if the only people you attract are masochists. Why would anyone want to join an industry that is constantly beating itself up?” (Danny).

On poor marketing: “I made a joke at conference this year … we might as well put an ad. in the paper saying telepaths wanted, you know where to apply. We should be, of all people, the very best at identifying our core market … and then getting them in.” (Danny).

On engaging people: “Do some research on what they want from an employer … that needs to be a dialogue … get down to the individual level.” (Anna).

On being authentic: “Nothing matters unless people are walking the talk.” (Anna).

On delivering on the internal brand promise: “There is nothing wrong in being a dictatorial, lacking creativity, being a completely inflexible organisation!” (Anna).

On managing engagement: “HR are partly to blame, because HR actually quite like controlling the management of people … but at the end of the day, the management and the motivation and the inspiration of people is purely and utterly down to the leaders and managers.” (Anna).

On RI’s coaching programme: “Once upon a time we were known as the university of market research … and so [we now] offer training in client relationship management, business development, negotiating, people management, IT skills, e-learning, mentoring, coaching…” (Danny).

On RI’s coaching programme: “What I would like to do … is that we actually get to the level where we have a number of what I would call milestone development programs in place, which before e.g. someone becomes a line manager, they have to have gone on our people management essentials programme.” (Danny).

On training on a tight budget: “Most of management is on the job … if you have good managers and you have good leaders, they will be able to develop people to be a manager without necessarily going on a training course.” (Anna).

On training on a tight budget: “I used to look after 3,500 people and at one point we had a [training] budget of £20,000 … if you’re crafty you can do it.” (Anna).

On employee blogging: “Some people use blogging as a way of improving communications that are bad within an organisation – No! You’ve got to start with communication skills at the top of the organisation.” (Anna).

On employee blogging: “[employees ask] how do I get my ideas back up the organisation? And blogging can be a tool that can be used to help that dialogue.” (Anna).

“For all the technology in the world, I still come to human-to-human contact.” (Anna).

Music courtesy of: 2006 Pl@stic Soul and The Blue Mile from the PMN

Thanks to K D Consulting for sponsoring this podcast.

(tags: market research marketing)

Series:MarketingTalk
Series:Skills
Series:Sponsored

 GUEST  Poet, mountain climber and entrepreneur Derek Leddie, Founder and Director of innovative research consultancy The Leading Edge

 TOPICS  Climbing Mount Kilimanjaro; Will the industry really grow at 11-12%? Bridging the chasm between client needs and research delivery; Skills gap; Genesis of TLE and rationale for selling to Photon Group; EXCLUSIVE: UK office coming soon; Turning insights into assets; Managing talent with some cool benefits

 NOTABLE MENTIONS  Carlton Draught, ESOMAR, Fosters, Frank Small & Associates, Kristin Hickey, Mark Sundquist, Outsell, Photon Group, Stephen Phillips, Toby Hill

Music Brother Love from the PMN

Series:MarketingTalk
Series:Weekly

 GUEST  Online research pioneer Pete Comley, Chairman of Virtual Surveys

 TOPICS  YouGov quadruples profits; BrandIndex tracker & word of mouth; Web 2.0. VS: Staying independent; Accidental genesis of VS and early challenges; Research 2.0; Blogging; Future challenges

 NOTABLE MENTIONS  Al Gore, BSkyB, Current TV, Ed Keller, Eric Berne, ESOMAR, The Future Place, Google, Greenfield Online, Harris Interactive, Henley Centre, Keller Fay, MySpace, Quentin Ashby, Ray Poynter, RI, Stephen Phillips, Trish Comley, YouGov, YouTube

Music Brother Love and Matthew Ebel from the PMN

Series:Weekly

This podcast is part of an excellent and highly popular series by business author and management consultant David Maister, widely acknowledged as one of the world’s leading authorities on the management of professional service firms. David has published five books, including the canonical management textbook, Managing The Professional Services Firm. His other books are True Professionalism, The Trusted Advisor, Practice What You Preach, and First Among Equals

Dealing Differently with Different People: this podcast explains how to segment the people you deal with, and get more out of those relationships as a result. A must-listen for all managers

 STARRING 

• David Maister, acclaimed author and Management Consultant

 USEFUL LINKS 

• Rest of this podcast series
• Podcast feed
• David’s blog

Many thanks to David for granting us permission to host this podcast

Series:MarketingTalk
Series:Skills