You are your own media company

you are your own media companyI just read a really great (albeit pretty old) post from the fabulous Joe Pulizzi about creating “Epic Content Marketing”. There was some really great advice throughout the article, but one point stood out to me above all the rest. Here’s what Joe said:

“The point is this: You are your own media company. As a media company, you need to focus on your subscription channels in order to deliver on your marketing goals. And the only thing that keeps those subscription channels growing and vibrant is consistent amounts of epic content.”

I couldn’t agree more. Successful marketers today have a solid understanding of this reality. Think about it. Whether it’s a cable network, a print or digital publication, or a movie studio, media companies are all in the business of producing content that will lead to faithful viewers. Their success or failure is decided by their audience. To be successful, they must know and understand the audience they are trying to reach. They must 1) reach them, 2) hook them and 3) keep them coming back for more.

How are we as marketers any different? We are charged with delivering strong leads to our companies that will convert to customers. To do that, we must be able to not only cast a wide net by sending content out into the sea of prospective customers, but also leverage tools and tactics that will allow us to reel in a nice, large “catch” of subscribers who will continue to consume our content and also share it with others. That’s how we expand our reach, which, in turn, makes our marketing more effective.

The big point Joe was trying to make with his post was that we marketers should not forget about the importance of subscriptions. And I think he’s right. In a world where “growth hacking” and trying to keep up with Google’s algorithms grab the marketing news headlines, it’s sometimes good to be reminded of the basics. Subscriptions matter.

Sure, SEO and new ideas for maximizing traffic are fantastic and should be embraced. But do take a step back and think about your subscribers. They are the ones who have opted-in. They’ve told you they want to hear from you. That they like what you have to say. That you have their attention.

After all, where would today’s most successful media companies be if they neglected their most loyal viewers?

Buyer Personas: Do you really need them?

There’s a lot of buzz about buyer personas. Google the term and you get about 860,000 results, including definitions, blog posts, tutorials, offers, templates – even an institute dedicated to the topic. But is it all really necessary?


credit: HubSpot

HubSpot defines a buyer persona as “a semi-fictional representation of your ideal customer based on market research and real data about your existing customers.”

That pretty much sums it up. A persona is a collection of all the information you’ve got about a specific target pulled together into one nicely packaged, perfectly pretend prospect. You come up with a persona by asking yourself and your team questions about the target. The answers to these questions come together in a document that will help focus your team on a well-defined ideal prospect.

But do you really need it? I mean, getting your team to answer questions about, well, anything can be tricky. Time is short. Resources are scarce. Marketing and sales are under immense pressure to deliver leads and close sales. Who has time to make up stories about your target market?

Besides, don’t you know them well enough already?

In short, no.

Marketing to a target without a persona because you “know them well enough” is like deciding to build a house without a blueprint because you know how to use a hammer and nails.

When you really dive into building a buyer persona, you get to know a lot more about your target than basic demographic data. You think through their motivations, challenges, disappointments, frustrations and fears. You hypothesize their personal interests, likely hobbies, career aspirations, and glimpses into their life outside the office.

Why? Because the better you understand your audience, the better you can appeal to them. Think about it, is it easier for you to pitch an idea to your best friend or to a complete stranger?

Personas are important. Very important. They’re worth the time and effort because they will help you deliver campaigns that deliver results. When you understand your audience like you understand your best friend, you can really get creative about how you market to them. You will be able to find the words, offers and hooks that personalize your messaging. Your audience will begin to feel like you have a friendly relationship, not a business arrangement. They will begin to believe that you actually understand them and have their best interests in mind. They work.

Interested in getting started? Here’s a great article from HubSpot about a few rookie mistakes to avoid when building a buyer persona.

Horseshoes can’t protect you from the pain of stepping on a Lego

This week, Ferrari lost its title as the world’s most powerful brand, according to Brand Finance. Who could possibly be more powerful than a brand built on horsepower? Tiny little plastic blocks. Yes, Lego has stolen the spotlight.

9065246051_b4ac6a425f_bWe’re all familiar with Legos. Many of us spent hours throughout childhood bringing our imaginations to life with the little colorful blocks. And those of us who are parents all share the delightful experience of stepping on one …usually in the dark …while holding a small child.

We know them. We love them. But more powerful than Ferrari? Really?

Maybe you heard of a little film called “The Lego Movie”? Lego recently released a movie that appealed to a multi-generational audience. Kids love Legos. Older kids love a reason to still love Legos. Parents are nostalgic about Legos. They all wanted to see the movie. As a result, it was a huge success, generating more than $500 million since its release. In addition to the foundation it already had as a widely embraced toy for children age 2-12, the movie helped Lego drastically strengthen its brand power. And in this case, brand power wins over horsepower.

Most of us don’t manage one of the world’s most powerful brands, so can we learn from this? Think outside the blocks. (Get it?) Sure, Lego found great success with all kinds of creative ideas for its toys. But what really made the difference was its decision to get inside the heads of its target personas. Lego explored opportunities to appeal to the widest range of demographics possible and ended up making a movie. …which is leading to more movies and even more toys.

So, what new opportunities could you pursue for your brand? What (calculated) risks could you take that could help your company break through the Lego brick wall and overtake the Ferrari in your path?

How to Market to the New Breed of Consumer

Regardless of whether you’re a B2B or B2C marketer, what industry you’re in, or if you serve an internal audience of sales reps or an external audience of buyers, one thing remains the same: You are marketing to people. And people today are accessing information and interacting with the world in a new way, thanks to mobile technology. Is your marketing strategy prepared for this new breed of consumer?

According to Google Insights, instead of using just one device to interact with the Internet, consumers are regularly switching up the devices they use. Over 58 percent of Americans now have smartphones, 42 percent have tablets and just about everyone has at least one computer. As a study by GfK summarizes, “as multiple devices become an integral part of our lives, switching between them is becoming standard practice. More than 60 percent of American adults use at least two devices every day, while 25 percent of online Americans use three devices. More than 40 percent sometimes start an activity on one device only to finish it on another”.

This data serves as proof of what we already know from personal experience: technology has changed the way the consumers access and share information. And it has turned the marketing world upside down. Everything about the way your audience finds, views, interacts with and shares your content has changed.

As a marketer, how are you responding to this shift? Here are a few areas to explore to ensure that your marketing strategy is designed for today’s new breed of consumers.

Context: The “what” of your content may stay relatively unchanged. You still need to provide sales support materials, product literature, content about promotions and announcements, etc. What has changed are the “when, where, why and how”. Mobile technology has increased connectivity to the point where people can be consumers anytime, anyplace and with any device they choose. Your company is open 24/7 regardless of whether or not the “Open” sign on the door says so. As you create content and messaging, consider the context in which it will be consumed.

Engagement: While the the objective of creating marketing content that is engaging isn’t new, the increased expectations your consumers have for engagement definitely is. The marketplace is saturated with content and your consumers have more choices now than ever before. If you want your content to be successful and spark action, it must be engaging. Don’t just talk to your consumer, trigger a dialogue.

  • How can you use technology to make your content more engaging?
  • How can you collect feedback about your content to continuously track and improve engagement?
  • How can you make it easy for consumers to share the content you provide?

Personalization: With “big data” at every turn, it is possible to collect information about the needs of your consumers and use it to provide content that is significant, relevant and even intimate to them. Your consumers need to know that you understand them, so the content you create for them should be designed to deliver experiences are heavily personalized to address their challenges and preferences.

  • How can you use technology to allow your consumers to choose what content they want to receive?
  • How can you collect data to further refine your personas and deliver more personalized content?
  • How can technology help you create a personalized experience for your users, regardless of how they choose to interact with your company?

Regardless of how you define your target market, one thing is for sure – it is made up of people. And people today are connected 24/7. They expect you to be “on” whenever they are. They are more educated and demand more from you now than ever before. Deloitte University Press sums it up nicely in it’s article about Dimensional Marketing: “The consumer experience now demands a balance of form and function. Experiences should be personalized, contextual, and real-time to ‘me’ in the environment and with the method that makes the most sense in the moment.”

The same technology that has triggered and enabled the evolution of today’s consumers is also available to today’s marketers. It’s up to you to use it – to leverage it not to only meet but also exceed the expectations of this new breed of consumers.

*You can read this post and many of my other articles at

Products or Customer Experience: Which wins customers?

There’s a little coffee shop near me that I adore. It’s small, cozy and inviting. The aroma of freshly ground coffee greets me as soon as I open the door. The baristas are welcoming and friendly and have treated me like a regular since my first visit. They’re constantly buzzing around behind the counter brewing and blending, frothing and foaming to make delicious drinks for customers like me. There’s a vibe in the air that is comfortable and creative, yet caffeinated. Although the space is small, the tables are spacious, the chairs are comfortable, the WiFi is reliable and the electrical outlets are plentiful.

Needless to say, I love this place.

Did you notice I didn’t even mention the coffee? It’s quite tasty, by the way. But what really won me over is the experience this little shop has carefully crafted. It’s what drew me in for my first visit, why I keep coming back, and the reason I linger long after I’ve finished my beverage.

My experience is not unique and it’s certainly not limited to coffee shops. But it is something increasing in importance to companies around the world. Businesses are focusing more now on customer experience than ever before. As Tesco Chairman Sir Richard Broadbent says, “The company that provides the best relationship with the customer will win — not through product, but through the best experience.”

Why the shift?

Companies are losing the control they once had over their brands. As an article by ForeSee explains, “Customers hold all the power now with Web and mobile devices affording them the opportunity to change brands without a second thought and voicing their opinions about it through social media. As a result, retailers have come to realize that their best chance of long-term success is to provide a superior customer experience. And if they haven’t come to that conclusion yet, they really need to…and soon.”

Who’s getting it right?

Amazon recently topped the ForeSee Experience Index (FXI), which ranks customer experiences with top brands, and is regularly among the top winners of the National Retail Federation’s Customers’ Choice Awards. The company is recognized year after year with honors like these.

When asked about the company’s success, Amazon Founder and CEO Jeff Bezos said, “If there’s one reason we have done better than any of our peers in the internet space over the last six years, it is because we have focused like a laser on customer experience.” The company aims to make it easy for people to be their customers, which is exactly what they have found their target market wants.

Zappos is another well-loved brand that has benefitted from prioritizing the customer experience, despite the odds that are stacked against it is. Employees never see the customers. The company has no brick-and-mortar stores. They can’t control when, where or how people interact with the company. They don’t even make the products they sell. Yet they have found a way to create a customer experience that generates new customers every day and maintains strong brand loyalty. In fact, the company’s CEO, Tony Hsieh, literally wrote the book on customer experiences in Delivering Happiness.

How do Amazon, Zappos and other beloved brands achieve exceptional customer experiences? They realize that the success of their businesses depend on identifying exactly what their customers want and then delivering it really, really well. As a Forbes article about Zappos said, “The point is that while Zappos offers thousands of shoes and other products that appeal to a broad audience with diverse needs, their customers are able to easily customize their seemingly unlimited options into exactly what each of them needs and wants.”

Applying this philosophy to enterprise apps and software is critical, too. These tools and resources are extensions of your brand and whether they are internal (for your team) or external (for your customers), it’s important to craft a beautiful and engaging customer experience. At Maestro, this is why the first step in our development process is establishing thorough user personas and understanding what they want, need and expect from the software or app we’re building. When you build software up around the users it’s designed for, it will be more engaging to them and they will use it more often – and be happier when they do.
Whether you’re building an app or building a brand, without taking time to really dig into the preferences, motivations, frustrations, challenges and objectives of your customers, you’re limiting your chances of success. If my favorite little coffee shop hadn’t taken the time to understand my needs and what makes me happy as part of its target market, it wouldn’t be any different than the impersonal fast-food chain down the road. Instead, they carefully crafted an experience that I look forward to being a part of. Do you think your customers would say the same?

*You can read this post and many of my other articles at

Back to Basics: What is Content?

We talk a lot about content. We discuss the importance of a strong content strategy. We explain how to deliver content and how to gain valuable feedback. We talk about iteration and continuous improvement. But let’s get back to basics. What is content, anyway? I’m sure we all have an idea, but let’s dive into what content really is and how to create it.

Content comes in many forms and serves many purposes, but typically focus on three main areas: sales, marketing and training.

Sales content is designed specifically for the use of the sales rep. This includes sales presentations, internal reports that track goals and revenue, demo materials, scripts to guide sales calls and more. Sales content exists to help reps be more effective in their roles and close more deals.

Marketing content is created for the target audience. This includes white papers, case studies, webinars, articles and so on. This content exists to educate the buyer while building up credibility and trust for the company.

Training content, like sales content, is designed exclusively for the sales rep. Its purpose is to educate and equip sales reps in specific areas of their roles. Content like eLearning courses, training videos, flash cards and handouts from live instructor-led trainings belong in this category.

The content can be print or digital. It can be web-based or files saved on a computer. Or, Maestro’s favorite, it can be accessible through a mobile app. However you create it or deliver it, content is a collection of materials designed to support your reps.

What is content strategy?

Content strategy is the process you have in place to write, review, approve, distribute and continuously improve your content. Your strategy consists of any methods you use (or don’t use) to pull together materials and provide them to your sales reps – however disorganized that may be. Even if you’re not creating or distributing content, that in and of itself is your strategy.

Committing to optimizing your content strategy is where you can really begin to realize results. A recent study by IDC found that instead of selling, . As a result, sales teams are not as efficient or effective as they could be.

You have the ability to create content that serves your reps and optimizes their productivity. What could this mean for your company? Plenty.

Another study by IDC found that by saving a single enterprise rep 60 minutes of prep time per week a company could realize additional revenue generation of $300,000 or more per rep. If your content can trim just 10-15 minutes each day from your sales reps’ preparation time, you could be well on your way to achieving this added revenue, too.

Who owns the content strategy?

Because content supports sales reps in three main areas: sales, marketing and training, each of these departments needs to work together to build and execute the strategy. The question of who actually “owns” it can only be answered by your company based on its unique structure.

Ideally, we like to see equal collaboration, excitement and a sense of ownership from each department. The synergy that results is powerful and achieves great results. Additionally, the work you do together can also build unity between your three departments and your sales reps. Your strategy can ensure that you are constantly providing reps with support they need in a way they can access it easily and use it regularly.

How can you master it?

Creating and executing a strong content strategy is great, but you won’t master it without one important step: iteration. You can’t become a master of content strategy without it. Launching a strategy, great as it may be, won’t get you very far if you don’t commit to continuously improving it. Both your content and your process will always have room for improvement.

Masters of content strategy collect feedback and apply the information they gather to make revisions, improvements and modifications. They are always seeking ways to better serve their sales reps, both through new content and through iterations on existing resources.

There you have it, the basics of content. It’s an important part of any sales-focused organization. And you have the power to make yours great.

*You can read this post and many of my other articles at

Dynamic Planning

Have you ever found yourself in this situation? You’re mid-way through the fiscal year when you’re presented with a fantastic opportunity. Unfortunately, you’re forced to pass it up because it wasn’t in the budget.

If your company is like most others, you spend seemingly endless hours in annual planning meetings discussing spreadsheets, crunching numbers, prioritizing line items, trying to predict what opportunities might arise and estimate just how much the year ahead will cost. Traditional strategic planning looks at long-term history in attempts to plan for long-term future. It may be the way things have gotten done in businesses around the world for generations, but it’s not the way to be successful in the future.

But in a world where technology moves faster than business and has the power to change everything in the blink of an eye, annual planning is becoming archaic. It’s static planning for a dynamic world.

It’s time to step away from tradition and into a new way of planning. Invest more time in maximizing productivity and flexibility. Stop wasting time trying to pin down every little detail only to pin yourself down by a plan that doesn’t allow any breathing room.

An article in the Wall Street Journal puts it, “Organizations need to blow apart the traditional budgeting process, become more dynamic and refocus on crucial management functions individually.”

What is dynamic planning? It’s planning with a balance of strategy and flexibility. It attempts to take the big picture into account in order to make a broad, responsible plan for the year ahead. But also, revisiting that plan regularly – perhaps quarterly – to ensure it is where it needs to be right now.

A dynamic plan allows employees to take intelligent risks, pursue unforeseen opportunities, respond swiftly to threats, adopt new technology, and carryout new ideas – all for the betterment of the business.

If you haven’t made the shift yet, here are some tips to get you started.

Set clear goals

Having clear, big-picture goals is just as important in dynamic planning as it was in static planning. When they are in place, they can serve as the measuring stick for whether or not an opportunity is worth investing the required resources.

For example, let’s say new software is launched that has everyone in the industry buzzing. You didn’t see it coming and, therefore, didn’t plan for it. Your primary goal for the year is to increase sales rep time in the field selling while decreasing the amount of time they need to spend in the office for meetings, planning or replenishing their inventory of content or sales materials.

Perhaps after researching the newly launched software, you find it has features that would allow your reps to communicate more efficiently with coworkers and access content and sales materials remotely. These and other features you learn about are very likely to help your reps spend more time out in their territories selling and reduce the need to spend so much time in the office.

At this point, it looks like this new software could be worth the investment, as long as further research continues to strongly suggest it will help your company you achieve its primary goal.

Shrink your outlook

Static planning tries to predict what things will be like a year from now or even more. Try to scale down your thinking to just 90 days. Focus on one quarter, major milestone, or product launch at a time.

With those big-picture goals in place for the long haul, you’re freed up to focus on the short term. And by deepening your focus on the here and now and allowing yourself and your team to take risks and pounce upon new opportunities, you could drastically change what the next short-term window of time will look like.

Let’s say that with static planning, your company predicts Q3 of next year to be relatively slow. It’s always slow. Your customers are vacationing and thinking about getting their kids back to school. They’re not buying from you. So you plan for a slow Q3. You bake it into the annual strategy. You inadvertently prepare your reps for a slow Q3. And, what do you know? After all is said and done, it was a slow Q3.

Now rewind a bit. With dynamic planning, you have the freedom to focus more on the short term and the flexibility to do whatever it takes to move the needle closer and closer to your primary goals. Maybe that new software we found earlier in this article ended up looking like it could really improve your productivity. So in Q2 you implemented it. With that investment, your sales reps are able to dedicate far more time and energy to active selling. As a result, Q3 turns out to be a record-breaking quarter for your company.

Focus on the short-term while actively analyzing the results of your efforts. Be nimble and change what’s not working while also maximizing what is. Seek every opportunity to be better immediately. Don’t wait until your next planning meeting.


One advantage of a static annual plan is that it can serve as an unwavering playbook for your company. Everyone receives it at the beginning of the year and does their part to see it through to the end.

Not so with dynamic plans. Things change. Strategies take twists and turns. Priorities are rearranged. This can be frustrating on the individual level if it’s not all accompanied by strong communication. Everyone involved should communicate regularly about what they’re doing to move the company forward. As things evolve, people need to know. Communication must be strong and ongoing both within teams and among departments. This way, everyone can flex together help achieve common goals.

This doesn’t mean you must replace your lengthy annual static planning meetings with regular dynamic planning communication meetings. It simply means you must be responsible to keep others in-the-know about what you’re up to. Send emails. Mention it at team meetings. Do what works for you. Just don’t do it in secret.

Track progress

Doing away with annual strategies and yearly detailed budgets doesn’t mean you can also do away with measurement. Quite the contrary, actually. It’s important to measure results of each initiative as you move through them. Take time each step of the way to evaluate what is working and what’s not. Understand why things worked out the way they did.

Dynamic planning gives you and your team the freedom to be strategic more than once a year. Actually it encourages strategic thinking as often as possible. And with the world changing as quickly as it is today, we all need a little more freedom and encouragement to keep up with it. Don’t we?

*You can read this post and many of my other articles at

Has your sales enablement strategy evolved?

We all know technology is changing marketing, but how we should all keep up with that rapid evolution is up for debate. Marketing used to be about creating a solid campaign, pushing it out to the world and measuring the results at the end.

Now marketers are feeling more pressure to drive tangible value and provide more immediate data. This has shifted our strategies to include more measurable tactics, such as email marketing, blogging and social media.

But there is one area where marketing has been slow to evolve: How it works with and supports the performance of the sales team. Despite all of marketing’s efforts to stay current in communication and lead generation tactics, the sales enablement strategies of many companies have been neglected and have yet to experience all of the technological advances that are possible.

Because of the speed of today’s business, marketing tends to happen in a bit of a silo. It’s not on purpose, but often happens because we’re all so busy doing our parts to move the business forward. As a result, there is a tendency to build a marketing strategy and come up with all kinds of creative tactics that will generate great leads. Then, the strategy is executed relatively independently of any other department, team or individual. Marketing and marketing alone is responsible for marketing.

Sound familiar?

If so, you’re not alone! Not by a long shot. However, the unfortunate result of this rush to be efficient is often a disconnect between the strategies executed by Marketing and the day-to-day efforts of Sales. All too often, Sales is unaware of updated marketing materials, new sales tools and resources intended to help reps in their jobs. Even if Marketing sends out regular emails or provides updates at the weekly Sales meeting, it’s just not enough to constantly get the new resources in front of every sales person and pull the outdated materials from circulation. Somehow the disconnect remains.

Additionally, many companies also lack a steady flow of feedback from Sales. This means it’s often difficult for Marketing to know what is being used, what’s working and what gaps need to be filled with new resources. It’s inefficiency at its finest.

If this sounds like your company, you would probably like nothing more than to see Sales and Marketing aligned and performing beautifully together. But how? Why, through the beauty of technology, of course.

Think about all of the marketing resources you are currently creating and updating for Sales. What if you could make all of those resources available electronically in a centralized location that is accessible to your sales team anytime, anywhere? Now, also imagine that you could incorporate real-time analytics on the usage and effectiveness of these sales enablement resources the same way you do for all your other marketing efforts.

It changes the game, doesn’t it?

Whether it’s through a mobile app or web-based application, just imagine how technology could change the way your sales people use your resources. And, if it is all digital, you could update it anytime and ensure your sales team has the latest and greatest materials always available at their fingertips – without the costly expenses of printing and shipping it!

We’ve seen it happen several times here at Maestro. One example that comes to mind is a medical device company that acquired a new line of products and needed to educate and equip its 1200-person global sales team to confidently and successfully go out and sell it. Instead of printing thousands of pages of product literature, we created an app for the company, allowing them to make all of the new product information available digitally – anytime and anywhere.

With the tap of a finger, these sales reps around the world were able to access the most current, most complete information possible about the new product line. And as any changes or updates were made, Marketing was able to quickly modify the content of the app and add to it as needed.

Marketing could rest assured knowing that the sales team was using current, accurate information and messaging. Sales knew that its reps were supported with the tools and resources they needed. And the sales force went confidently out into the field to start selling the company’s new products.

By going mobile, this company’s Sales and Marketing were able to smoothly navigate the new product line acquisition together and enable its global sales force to perform beautifully.

Think about it: All of your other marketing efforts have evolved to include digital media, reach people on their mobile devices and track success in real-time. Isn’t it about time that your sales enablement strategy evolved, too?

*You can read this post and many of my other articles at

How Mobile Apps Can Align Sales and Marketing

Whether you are in sales or marketing, you know there tends to be a disconnect between the two departments. In a typical organization, marketing is regularly pushing out new resources, updating brochures and modifying messaging all in hopes of supporting the sales force and helping them close sales. However, because the sales force is often spread out across a state, a country or even around the world, it can be difficult (sometimes impossible) to stay in front of every sales person to ensure they are each aware of the new materials being created to help them.

Because the sales force is often unaware of most of the new and updated resources, they get frustrated with the underperforming materials they do have. This leads sales reps to “go rogue”, creating their own materials, using outdated pieces or just going without marketing support when they can’t find anything to support their specific sales situation. In fact, a recent study by the CMO Council found that instead of selling,

Sound familiar? It’s inefficiency at its finest. Both departments are working hard to achieve the shared goal of increasing sales and improving the bottom line. However, the disconnect leads to frustration, wasted time and a vulnerable brand. How much waste? According to IDC, a staggering

So what are companies in this situation to do? Go mobile.

That’s right. Go mobile with your sales and marketing strategy. Sales and marketing mobile apps aren’t just fun and cool ways for sales reps to communicate with customers and prospects; they are also really great tools for increasing communication between sales and marketing.

Here are just a few of the ways mobile apps can help align sales and marketing:

  • Real-time Updates: With a mobile CMS, marketing can push out new and revised resources as they become available. Each time an update is made or a new resource is published, the sales reps can be notified through the app.
  • Increased Brand Consistency: By providing a tool that is current, convenient and easy to use, sales reps will be more likely to use it instead of coming up with their own materials. This means that more sales reps will be using the unified branded resources and consistent messaging as designed by marketing, thus strengthening the overall brand.
  • Support for Internal and External Communication: These mobile apps can be designed and developed both for external use, such as demonstrating product benefits and competitor comparisons to prospects, and for internal use, such as just-in-time sales training and development.

When designed properly, these mobile apps can be invaluable tools that marketers will love and sales reps will rely on. They can bridge the gap between sales and marketing and finally help achieve that long-awaited alignment.

*You can read this post and many of my other articles at

How to Find Your Social Media Stride | Social Media Today

I love this article about How to Find Your Social Media Stride. From Social Media Today. So many people forget that social media isn’t about posting as many status updates as possible on as many platforms as you can, regardless of who you’re talking to or what you do (or don’t) have to say. It’s about sharing meaningful information with people who care in places that they like to receive that information.

Check it out and tell me how you’re training for this marathon.