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MSNBC has started to move out of 30 Rock and into a temporary home known internally as “summer camp.”Read More

Mastercard has selected WPP Media to lead global media strategy, planning, and buying across more than 70 international markets, ending its 10-year relationship with incumbent Carat after a competitive review. […]Read More

Many organizations have a widget or service, something people already need or want, and they work to sell it to people.

Some seek monopoly power so they can force others to do what they want them to do.

But there’s a third path: we can create a brand or a movement or a community that seeks to do things with people.

A chance to accompany someone on a journey, to lead instead of manage, or to amplify and narrate. When we help people get to where they hope to go, persuasion isn’t as important as enrollment and engagement.

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Gray said the new deal extends and renews affiliations for all of its Fox affiliated television stations across 27 marketsRead More

She last worked at Avelo Airlines as a communications specialist where she’s been since 2023.Read More

Fargen has been the news director of WSAW in Wausau, Wisconsin since 2020.Read More

The Swiss watchmaker is now facing a boycott in one of its largest markets.Read More

Ad schools are revamping their courses with AI training to prepare students for a changing workforce.Read More

US Open planners want concerts to take center court as the USTA sees crowds flock to Queens.Read More

“Who’s it for?” is not simply a question about your target customer.

Milton Friedman offered to let us off the hook–the only thing the work is for is to maximize shareholder value, he said. Nothing else is worth measuring.

I’ve never met anyone who consistently believed this. There are folks who find it easy to allow money to make their decisions for them, but at some point, all of us move away from this empty path.

Work is an expression of ourselves, and a chance to find meaning as we make a difference and earn a living.

When we choose to serve our customers, we find a more reliable compass instead of only following the money. The customers are right there in front of us, and we can see and feel the results of our work every day. This is the doctor who spends a few extra minutes with a patient in need, or the staff member with a boss who rewards a customer-centric approach, even (especially) if it’s more expensive in the short run.

But how about artists who choose to produce paintings they love instead of those that will easily sell? This is a different sort of success, one that’s not measured in how many customers one has, but in our pride and satisfaction with the work we create.

Some symphony orchestras wrestle with the journey of finding a unified definition of success. There are musicians who have paid their dues, twenty or thirty years of practice and dedication. Many of them want to play challenging work, with time to hone their craft. The purpose of the work is to allow them to follow their creative path, the audience is just a way to achieve that. Others are eager to play crowd-pleasing programs, discovering that audience success rewards them even more than their own definition of artistry.

The conflict, in any organization, is a challenge. We’d like our team members to use their best judgment, to find the satisfaction they seek in their work. But what happens when these definitions of success don’t align?

Too often, management simply conceals what they really seek, or lies about it. If “employees are our most important asset” then why not act that way?

Let’s be clear about who it’s for and what it’s for. It makes decision making more productive and communication and measurement far more effective.

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