Frontier acquired Verizon's internet and land-line customers in parts of Florida, and the service transition occured around the end of March. Branding expert Karen Post recaps the failure of the technical transition (at least in South Tampa) and post-merger communications and gives advice. Looks like both companies descended into new lows of incompetency.
This article is particularly good for people writing LinkedIn bios. It is hard to talk about yourself and to balance modesty with selling your skill set.
So this is why I never wanted employees: I hate giving criticism and probably didn't do it well when I was managing people at other agencies. Caroline Webb's article (published in Fast Company) is a great read for managers (and parents and people in general). I've been on the receiving end of the "praise sandwich" and it's tough going down. Really like the part about being specific in your praise. We absorb so much negative and some of us are programmed to hear the negative and tune out the positive. You really can't give enough specific praise.
As well they should! One of my favorite grammar bloggers has compiled examples of misplaced modifiers.
Companies make mistakes and some exacerbate the situation with their apologies. This piece gives good advice on how and to whom to apologize.
Good piece reminding speakers that how you look can be just as important and what you say.
Nicely written piece on eradicating uhs and ums from your speaking.
Right? is another phrase filler popular these days. I've also noticed people starting their answers with So.
King of Prussia, Pa. (November 10, 2015) — MedRisk, a leading managed care company specializing in physical rehabilitation and diagnostic imaging in workers’ compensation, has named Joseph McCullough Executive Vice President of Customer Solutions.
He will be responsible for the development of new customer-focused solutions that improve the quality of healthcare, reduce medical costs and deliver operational efficiencies.
“MedRisk’s commitment to delivering effective solutions in a constantly changing landscape requires talent, leadership and an in-depth understanding of the workers’ comp community,” said MedRisk CEO Shelley Boyce. “Joe’s experience in building successful workers’ comp specialty programs makes him a strong addition to our management team.”
McCullough has more than 10 years’ experience leading healthcare companies, most recently as president of OneCall Transportation + Language. He also served as senior vice president of Optimal Care, the MSC division of Transportation and Language. In addition, McCullough is the former CEO of ZoneCareUSA and Select MRI prior to their acquisitions.
“I’ve admired MedRisk’s industry innovations for years and am excited about being part of this dynamic, customer-centric company,” said McCullough.
MedRisk is the leader in physical rehabilitation and diagnostic imaging solutions for the workers’ compensation industry. Founded in 1994 and based in King of Prussia, Pa., MedRisk is accredited under URAC for utilization management and has successfully completed a SSAE 16 Type II examination. MedRisk’s programs deliver savings and operational efficiencies that are significantly greater than traditional programs. Customers include insurance carriers, self-insured employers, third-party administrators, state funds, and case management companies. To make a referral or obtain more information, visit www.medrisknet.com or call 800-225-9675.
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Kristin Piombino writes a nice post on common words that don't mean quite what you think they do.
Only 19% of Americans say they trust the federal government, according to Pew Research. The report says that the highest trust levels occured during the Cold War and just after 9/11. (Nothing like an enemy to unite us behind Uncle Sam.)
So what is trust? Dictionary.com's first two definitions are: 1.reliance on the integrity, strength, ability, surety, etc., of a person or thing; confidence and 2. confident expectation of something; hope.
The federal government has many disparate agencies with different agendas and communicators, making any trust-building effort extremely difficult. Government representatives say different things…let the refugees in, vet them better, we can't adequately vet Syrian refugees. Who do you believe – the FBI or the executive branch?
This is an organization that can't protect its own employees' data from computer hackers. It's hard to instill "reliance on the ability" in this environment.
Fortunately, your company is not as big and unwieldy as the government. You can secure your public's trust through sound public relations: saying what you're going to do–and doing it–and then communicating what you've done. Whether it's delivering high-quality health care to an injured worker promptly, shipping a sweater on time or making sure the meat you're serving is free of e. coli, you demonstrate integrity. Words are important, but they aren't enough. Action is what counts.
Here are some suggestions for building trust in your organization.
- Identify the organization's mission
- Clearly communicate the mission and your plans for executing it.
- Make sure your actions (and products and services) support the mission.
- Align all communications around your core message
- Do things the way you promised you would
- Say you're sorry when things go wrong, take responsibility, explain what you'll do to fix problems, then give the outcomes when the problem has been corrected
- Let your audience know the good things you're doing
You should continually review your products and services and how they're delivered against your core business ideals. I've known smart companies to jettison tangential product lines that took their focus off their core businesses. It takes time and consistency to build trust, and just one "isolated incident" can damage it if is not handled correctly. Acknowledge and correct problems quickly. Don't over-promise and under-deliver.
Actions speak louder than words; do the right thing the first time so you don't endanger the public's trust or have to spend a lot of resources cleaning up your mistakes.