Commentary

Take care of your employees’ safety and health and they’ll take care of your business.

Just for a moment, I'd like everyone to take off their advertising hat and become a consumer, with passions, needs and preferences. Think about a brand which you feel a particular connection with, one that helps you fill a need in your life. Not only that, it has to be one that has stood out from the competition because of the creative messaging used to promote it so that it connected with you emotionally. In fact, you feel so strongly about this brand that you rave about it to your friends and family, because you want to share that feeling with them.

I’ve spent a lot of time in Singapore over the last few months, presenting at sustainability and energy conferences. From SMU and SIEW, to EnviroAsia and the ‘Eco Ideas’ forum, I’m greeted with the same query, “what is a sustainable business?” Good question!

Are you frustrated by countless attempts to receive media coverage? Do you hear crickets after approaching a publication with an article or pitch to cover an event? Trying to secure editorial coverage can be a frustrating process, but one that is essential for the growth of most companies. Editors are inundated with phone calls, emails, press release and media packs every day, so you need to ensure you stand out from the masses. Obviously, different media outlets will be on the look-out for various approaches, but these 10 tips could help see your article, event or product launch finally hit the headlines. 1. Do your research. This is the Golden Rule. You absolutely must understand the publication you are seeking editorial coverage in: their target demographic, their average reader, their style, etc. Read up on their 'regulars', usually columns or sections, which are repeated in a pattern each edition. If you tailor your pitch to fill these regular spots, you're likely to get noticed faster. Find out if the publication prints seasonal articles or if they do any themed editions. If you don't do your research, it is painfully obvious - and your email is going straight into 'deleted' folder. 2. Don't be impersonal. Addressing the editor as “Dear Editor”, “Sir/Madam” or, “Media Friend” in an email is mostly seen as laziness. It’s more or less understood in a bulk emailing situation, but will still feel impersonal (hence why it’s a good idea to pick and choose who your press releases go to). It takes 30 seconds to Google or phone the publication to find out the editor’s name. Even worse? Getting their name wrong. 3. Approach them with multiple unique and relevant angles for your pitch. Editors need to know why it is important for their readers to know about something; and not simply because you believe it's important. Who is their publication targeted to? If a magazine's average reader is a 35-year-old mother, then pitch your story with an angle that relates and includes them. Steer clear of re-hashed materials and unimaginative ideas that play to clichés. 4. Don't fill your press releases with jargon. Keep it simple. Most editors want to be approached with ideas that are easy to understand. It sounds strange, but editors don't want to have to 'think' about what you're trying to convey. If it's too hard for them to wrap their heads around quickly, it's unlikely their readers will be able to either. 5. Know the publication's deadlines. There's nothing worse than receiving an interesting and unique pitch for something time sensitive, after the relevant edition has already gone to print. 6. Catch the editor's attention in your first sentence. Ever picked up a newspaper or magazine article, read the first sentence and thought, "I'm bored out of my mind"? That's what it's like when an editor receives a dull, dry and non-creative pitch or press release. Grab their attention! Go on! 7. Be polite, don't spam and don't get attachment-happy. It sounds so simple, but the number of times editors are greeted with a hasty "hello", followed by a flurry of information without so much as a "how are you?" is phenomenal. Everyday manners are important, and a professional, friendly and relaxed phone manner is even more so. In addition, don't clog up the editor's inbox with press releases and don't ever send multiple large attachments in the introductory email. It's almost certain they will get trashed or put in the "I'll read it later...maybe" folder. If an editor is interested, they will contact you for more information. 8. Try to build a professional relationship with the editor. This is not difficult to do, but many people don’t go the extra mile to build beneficial, professional relationships with key media players. Networking and contact building is one of the most important parts of an editor's job. If an editor shows an interest in your pitch, suggest meeting up for a coffee to discuss it further. If you get a good response, you can start to ditch the formalities and continue to pitch stories, many on an exclusive basis to sweeten the deal. Don't disappear once you have got the coverage you want - continuing the relationship will only serve to benefit both parties. 9. Don't be afraid to ask questions. If you don't know, ask. It really is that simple. Do you need to find out the print deadlines? Do you want to know why your pitch was ignored? What material might a publication be looking for in the future? Yes, many editors will be extremely busy and may struggle to answer all your questions right away, but if you explain that by further understanding the publishing process you will be able to cater better for their readers, you might get noticed next time. 10. Keep trying. If it doesn't work the first time, keep trying and don't be discouraged. Make sure you change your approach each time - it will most likely pay off in the end. 

Always laugh when you can. It is a cheap medicine – Lord Byron. I was walking in morning on the beach in Mumbai, India. I saw a group of people standing in a circle, with one person acting as a leader. I found that someone will cut a joke or tell a humor; and everybody will laugh loudly. This was a laughing club whose members try to meet at least twice a week.

Diversity in the workforce has an increasingly global relevance, but there is much debate both here in Singapore and abroad about how it can best be achieved in business. In our second Hays Journal we examine how gender quotas are very much the public face of the diversity agenda, but many remain sceptical about their effectiveness when it comes to driving performance, change and share value. Some organisations fear that a box-ticking approach to recruitment is not compatible with the aim of acquiring the very best talent. Others say that set quotas harm the notion of promotion on merit, can lead to ‘tokenism’ and can simply result in the same women taking on more boardroom roles, rather than bringing in new blood at higher levels. For example, in January 2008 Norway imposed 40 per cent gender quotas on boardrooms. But as one senior HR executive put it to Hays Journal: “Anecdotally, the experience of Norway is that it has not gone well. They’ve just got the same women moving around and taking on more boardroom positions. It has not solved the problem of why there are not more women in business.” Other critics of the Norwegian experiment like to point out that many female directors appointed since 2003 only hold non-executive roles, while the mandatory requirements disguise a lack of female managers in the country. Nevertheless, Elin Hurvenes, founder of Norway’s Professional Boards Forum, says: “A lot of chairmen and investors were deeply opposed to quotas when they were introduced. The feedback from the conference (of Norwegian business leaders and politicians to assess the effects of the quotas) was that while they were still opposed to the idea in principle, they were in fact very happy with the results. So it was a mixed message.” Beyond quotas Yet the perception remains that not enough is done to promote gender diversity. In a recent Hays survey, 62 per cent of over 300 Singaporean respondents thought organisations do not do enough to help women reach the top or that more could be done. Quotas aside, without a genuine engagement and willingness to embrace diversity and inclusion when it comes to hiring and promotion, organisations risk falling into tunnel-visioned ‘group thinking’. But inclusion goes beyond gender box-ticking. If employers are actively encouraged to seek out candidates who will bring different perspectives and ways of problem-solving to the mix, the net result would be that more women – as well as more varied cultural backgrounds – would hold senior roles. This brings the focus to the benefits diversity can bring a business. A genuine engagement and willingness to embrace diversity and inclusion when it comes to recruitment and promotion leads to the business benefit of different ways of thinking. But sometimes, it can require a shove from above, such as quotas, to encourage employers to make diversity reality. This all being said, it is important that we also focus on mentoring young women to help them to aspire to senior management and board positions. As with high performing male talent in an organisation, women need to be identified and encouraged by being given the same opportunities to develop their skills and experience to prepare them for a life at the top. We would advise companies to start the development process early and establish steering groups, active mentorships and coaching or networking programs to allow women to discuss ideas, plan their career path, access career development and settle into new roles.  

A poll of employee attitudes in 14 countries has ranked Singapore bottom in terms of overall workplace happiness. The results place Singapore last in in three major areas – we least enjoy going to work, are the least loyal and have the least supportive workplaces. Adding weight and significance to the last point another recent Singapore poll showed of the top three things that people wanted at work recognition and praise came in second ahead of money and benefits. Mark Kay Ash sumarised the situation perfectly. “There are two things people want more than sex and money -- recognition and praise.” Recognition and praise are indeed high octane fuel. When we receive a genuine compliment, it makes us want to go the extra mile for the person who bestowed the compliment. If this were not important to us, we would not be treasuring all of the mementos of awards, plaques, appreciative notes and emails, and other tokens of appreciation that we receive over the years.

In just over a generation in Singapore, I have seen the emergence of 3 types of stores that I would frequent. As a kid way back then, it was such a treat to go to the neighbourhood “Mamak” Store to get my daily fix of candy and snacks for a mere few cents. Then in my adolescent years (definitely not my best ones as a typical awkward teenager), a weekly visit to the Department Store to gawk at the myriad of products under one roof was a real highlight. Today the store of choice is not one in which I have to travel to, in fact it travels with me wherever I go, the App Store.

There is a serious threat coming to the creative industry in Singapore, commodification.

I had completely forgotten about Christmas until I walked into a Starbucks and saw their annual special red cups and special Christmas coffee. We have just celebrated Deepavali – the Hindu Festival of Light (and enjoyed a day off in the process) and the Hari Raya Haji – the Muslim Festival )and will enjoyed another day off!).

Speaking and training around the world for the last decade has allowed me to compare many of the major cities from the perspective of a learning professional. In my opinion, to be a great centre of learning for business, a city needs well-resourced facilities, efficient infrastructure and a culture of excellence. It also needs confidence, certainty, community harmony and access to the best. For all these reasons – and more – I believe Singapore is the business learning centre of Asia. Confidence Without question, this is the main distinguishing factor of Singaporeans. This is reflected in the city’s ever-changing skyline, innovative infrastructure and world-leading facilities; but, most of all, in the smiles of the young people. It’s almost as if they know that, no matter what great achievements have been made in the last 47 years, greater opportunities lie ahead – with Singapore perfectly positioned to benefit from the might of an emerging Asia. Certainty In Singapore, everything works…well. In fact, I often notice the way some things are done in Singapore and think, “Why don’t they do it like that everywhere?” Training Edge International has a huge range of multi-national clients – many of whom are based in Europe. They have chosen Singapore as their regional base with branches in India, China and Indonesia. When I was speaking recently to the regional head of a large German company who started a serious push into Asia five years ago about why they chose Singapore, he said, “The choice was easy. Singapore is positioned perfectly; but, most of all, it gives us the efficiency and reliability that we are used to in Europe.” Business loves certainty, it gives them the confidence to invest in their systems and their staff. Community In a training session in Singapore, you are likely to have a number of different nationalities and cultures. I find this makes for a richer learning experience because of so many different perspectives. With such great diversity in a small space, Singapore is certainly a model of tolerance and harmony that much of the rest of the world could learn from. Access to the Best Singapore has a great reputation in the speaking and training professions worldwide as a place that respects and values learning and is keen to tap into overseas expertise. This is why in all the professions – from architecture to zoology – Singapore is able to attract the world’s best. In addition to these criteria, I have developed my own informal measures that I have found to be useful: Hotel Staff Index The bane of the business traveller is surly hotel staff – especially at the end of a long flight. Hotel staff in Singapore are not only unfailingly professional, they seem genuinely pleased to see you. Venue Staff Index As a speaker and trainer I have to deal with a lot of staff in convention centres, hotels and similar venues. In my experience, venue staff in Singapore achieve the magic double of being both willing and able. This is disappointingly rare. In many other places, those who are willing don’t have the capability – and those who are capable aren’t willing! As with the hotel staff index, this is a good sign that Singapore is a place to do business. Taxi Driver Index Taxi drivers in Singapore are, in general, happy. This is a good measure of the liveability of a city. If those in lowly-paid, stressful jobs can be happy, there must be something going right. Unlike many cities, they actually know where they are going and give the correct change! 

Imagine working for a company here in Singapore where all its employees, shareholders, customers, and vendors understand the company strategy and goals. Imagine working in a company where your internal and external audiences also feel connected to your values and mission – sounds imaginary? These companies exist and they create that type of cohesive corporate presence by building integrated communication efforts. The truth is that integrated corporate communications is not what most companies have. Most companies divide the communication function – investor relations, PR, internal communications, marketing communications, etc – into silos, each with its own agenda and its own set of messages for their specific audience. In these cases, integration of messages is voluntary. Communication efforts are integrated when the mechanisms, processes, and structure are in place allowing for the coordination of information and ensuring all areas of the company are speaking with consistent messages and in one voice to its various audiences. It’s strategic and intentional. It does not happen just because the people in these roles work well together. Integration DOES NOT mean centralization. Communications professionals can sit in different countries and business units. The integration of the communications function allows for company information to link and impact all of a company’s audiences simultaneously creating broader presence and enhanced image. Lack of integration in communication is why most companies have “split communications personalities” (a term I’ve coined), a condition whereby a company speaks to all its audiences with difference messages, in different voices, often creating a conflicting corporate image and presence internally and externally. Understanding and reacting to market realities make integrating communications efforts more pressing. Among the realities making the need for cohesive corporate communication necessary are: · Blurred lines between audiences. Employees are also shareholders, and shareholders are investors and customers. Analysts want to know more about a company than just its financial overview (strategy, product pipelines, CSR efforts, etc.). Consumers want to know more about the company they buy from than just their line of products. Are they receiving the same message from all parts of the company? · Government and regulatory oversight. Around the world governments and regulatory bodies continue to implement regulations that require not only more open communication on financial matters but also on how companies can disseminate information, to whom and when, particularly if the company is publicly traded. Consistent, synchronized messaging is critical. · Technology. The increase in use of technology means that information can travel to any person outside the corporation without going through firewalls. FaceBook, Twitter, LinkedIn, YouTube are powerful tools for building strong corporate presence and aligning with your audiences. This makes the need for integrated messages and coordinated release of information more critical than ever before. On a good day, not integrating corporate communication efforts can result in missed opportunities to reinforce corporate brand, image, and presence and achieve certain strategic goals. On a bad day, communication efforts that are not integrated can lead to crisis that affects shareholder perception, brand equity, market share, and consumer confidence. However, on both good and bad days integrated efforts can yield powerful results such as:

CEOs, Entrepreneurs, Business Leaders and Decision Makers take heed!

Many employers take the lead from the public service over many HR initiatives in Singapore. One of the most significant would be the 13th month bonus, otherwise known as the Annual Wage Supplement (AWS).

The sad passing of Steve Jobs Without doubt Steve Jobs rates as one of the most talented and creative geniuses of all time. His vision and ability to understand the trajectory of technology, and moreover his passion in bringing his vision to the market with unheard of simplicity and design beauty almost beggars belief. The sad lost to his loved ones and extended family that includes all Apple devotees cannot be understated. But his passing poses a more general question that needs to be explored! The big question Despite a number of years of warning of the failing health, reportedly, on announcement of his resignation from Apple the company share price still fell some 5.2%. Indeed so sensitive was this issue that prior to the announcement trading in Apple shares was suspended on the US stock market. No doubt Steve Jobs was a wonderful visionary, innovator and entrepreneur, but a company so dependent on the skill of a single individual is a company that perhaps has failed to properly embed innovation and opportunity capture skills into its business. So whose job is it? It’s the task of the chief of a company to set the agenda and provide leadership. It’s the job of the staff to do the work in implementing the strategy and plans laid out before them. No business should be too reliant on the skills of a single individual. Precisely the same can be said of innovation. Any organisation wishing to embrace change or innovation initiative needs to involve its entire staff to get the benefit of their combined knowledge and insights. Further, it is often the lower level staff that has the real and often unharvested insights into the business. For example, imagine if you wished to take a “big stick” to an airline to innovate its offering to bring new value and new ways of doing business to its customers. Would you speak with the pilots and top management or instead the passengers check in staff, the ticket sales staff, the refuelers and the baggage handlers. The answer is obvious, but have you ever asked the question. What about the Customers? How could we forget the customers!

A look around on the bus or the train in the morning reveals just how attached to our mobile phones Singaporeans are. It also looks as though everyone has a smartphone. That’s not surprising – Singapore has long been known as a country full of early adopters, and the appetite for mobile phones here, while limited in number (because of our small size) has not abated – Singaporeans are still looking for the latest, greatest mobile phone. These days, that tends to be a smartphone, something with an advanced operating system (OS), equipped with a decent camera, a powerful processor and substantial amounts of memory so that it can handle a multitude of tasks, from simple scheduling to media playback.