Myanmar Digital Landscape 2020
Continues to grow rapidly into 2020.
A look at the current Myanmar Digital Landscape:
- Local marketing tech platform Humology has produced a deck covering these digital trends in 2020 (with some eyeopening stats).
Myanmar 2020 Snapshot:
- Myanmar continues to grow rapidly, illustrating strong opportunities and digital innvovations
- Mobile marketing is fast becoming the priority for advertisers
- This is partly due to 90% smartphone penetration and fast mobiles speeds
- 60-70% of ad spends are shifting to programmatic
- Gaming is now the 2nd largest category behind social media
- Video is the 2nd fastest growing market for YouTube in APAC
- There is strong growth in chatbot interactions
- There will be a strong growth in micro to medium influencers
- Other items to note: it’s also about using engaging rich media formats, smaller screens, location, AI and personalisation.
Digital marketing in Myanmar has grown and changed at a startling rate and this is set to continue in 2020…with mobile marketing fast becoming the priority for all advertisers.
– Simon Bailey, CEO, Humology
This full report can be found at DigitalInAsia.
Thanks to the Internet of Things, smart devices can now assign kids chores
In a new spin on digital age parenting, smart devices can now assign chores to children.
Thanks to the Internet of Things, smart devices can now assign chores to children
- In a new spin on digital age parenting, smart devices can now assign chores to children
- This tie-up between German appliance manufacturer BSH (Thermador, Bosch and Gaggenau) integrates an Californian app into their smart dishwashers, coffeemakers, washers and dryers
- Via the S’moresUp app, parents can assign chores which includes advanced scheduling and management options like approvals and photo proof
- The app is aimed at children aged 4 to 12 and the company claims to have over 225,000 users (mostly US-based).
But… is data-driven Parenting a good thing?
- Does it help bridge the gap between non-digital native parents and their digital-native kids, in turn helping to develop positive habits (the vision of the app’s founders)
- Or… are children at risk of feeling micromanaged by parents and machines, especially with penalties incurred if the chore isn’t completed on time?
The Smoreup app can be found here
Why it will be so hard to return to ‘normal’
Amid crisis and disruption, we crave the calm of normality. But can we ever really define what “normal” is?
I am writing this in my home office, wearing my bathrobe. I am currently placed under a stay-at-home order, which requires me to stay in my house unless I need to travel for very specific reasons, like shopping or health needs. It also means I no longer have to keep to office dress codes. Besides my husband and neighbour, I haven’t spent physical time with anyone in more than a month. I speak with my parents over video chat, and call other family members over Facebook Messenger. I stay abreast of friends’ lives thanks to their many regular updates on social media. I do most of my shopping online. I spend a fraction of my day outside.
How abnormal! And yet even before Covid-19 hit, I often sat writing in my home office, staying connected with my family and friends via various technologies, shopping online. The stay-at-home order may be new, but I can’t pretend that social distancing is unprecedented. Our technologies and social media have been distancing us from each other for years.
Of course, I am one of the lucky ones. Around us, local economies are faltering. Healthcare systems are strained. People continue to unexpectedly lose their loved ones, and regret that they couldn’t be with them in their final moments.
This has led many of us to wonder about normality: when will things “return to normal,” and what will a “new normal” look like? As one article discussing the disruptions Covid-19 has brought to Life As We Know It puts it, “It’s tempting to wonder when things will return to normal, but the fact is that they won’t – not the old normal anyway. But we can achieve a new kind of normality, even if this brave new world differs in fundamental ways.”
By this standard, the old normal is the one in which our healthcare systems and governments are not prepared to deal with things like Covid-19; the new normal, in contrast, is mostly like the old normal, except in this one we are prepared for global pandemics.
The new normal, in other words, changes what was wrong but keeps what was right with the old normal. But if the old normal was wrong, then why did we call it normal? Similarly, if the new normal is different from the old one, how can we pretend we’re still dealing with “normal”?
What does “normal” really mean, anyway? The word “normal” appears straightforward enough. But like many of our words, as soon as we begin thinking about it, it starts to fall apart at the seams.
Take, for instance, the first entry in Merriam-Webster’s dictionary definition of normal: “conforming to a type, standard, or regular pattern”, as in “He had a normal childhood”. In the same vein, the entry continues, the word means “according with, constituting, or not deviating from a norm, rule, or principle.”
n a fascinating Philosophy Talk podcast, philosopher Charles Scott notes that the word normal possesses a certain kind of authority or “power to divide and distinguish things”. The word sneakily passes from description to prescription. We start with a widely observable fact (most people are heterosexual) and quickly construct a hierarchy with our observable fact placed at the very top (heterosexuality is the best/most natural orientation to have). The fact with which we started our process of categorisation becomes the standard or norm, and everything that diverges from that norm is not just different but abnormal and therefore less than normal.
But as Scott asks, why do we judge normal to be better than abnormal? Being overweight is fairly normal in the United States – many doctors, however, seem to encourage their patients to be abnormal in this regard. What he is getting at is that our concept of normal pulls double duty; it tells us that what is, ought to be.
Random acts of kindness, even when they are in short supply, might be seen as normal in an aspirational sense.
As sociologist Allan Horowitz points out, the dilemma that “normality” forces upon us is that “in most cases no formal rules or standards indicate what conditions are normal”. In the absence of such rules, those who wish to identify normality will normally turn to one of three different definitions. The first is the statistical view, “where ‘the normal’ is whatever trait most people in a group display”. Normal is what is typical, what most people do – which means it is impossible for any individual to be normal.
Most people have two legs and the ability to breathe, and possess desires for sociality so these conditions are seen as normal. The trouble with seeing normal in this way is that it may trick us into accepting statistically widespread phenomena as good. A majority of Nazi Germany’s citizens, Horowitz notes, supported policies of racism and genocide in the 1930s and 1940s. Was Nazism, then, a “normal” philosophy for humans to hold?
The second way of defining “normal”, says Horowitz, is as some sort of ideal, which comes through in the word’s etymology. In Latin, norma referred to a carpenter’s square, which assisted tradesmen in establishing a perfect right angle. The norm provided a concrete standard that, if followed, allowed the user to reproduce a specific pattern. Normal-as-ideal, then, might be in harmony with normal-as-ubiquitous, but it might be quite different. So, for instance, Nazism may have been widespread in Germany, but it was not normal because it did not live up to the ideal society we wish to achieve. On the other hand, random acts of kindness, even when they are in short supply, might be seen as normal in an aspirational sense: we want compassion to be a guiding norm in our societies.
The third definition looks to evolutionary science and defines normality “in terms of how humans are biologically designed by natural selection to function”. What is normal for a human being, then, are all those behaviours which makes it fit to thrive in its particular niche. The capacity to feel shame when betraying a loved one is normal in this scheme, as is the desire for one’s offspring to survive.
These three definitions of normality – (1) statistical, (2) aspirational, (3) functional – often end up sliding into each other during everyday conversation. This collapse is evident in many of our discussions about what “the new normal” will look like once Covid-19 is under control. The new normal will mean that most of us will go back to most of what we were doing before the pandemic struck (1), but that our societies will make changes for the better (2), which will end up being good for the survival of our communities (3).
So we kind of want to go back to where we were, but we also kind of don’t. We want things to be the same, but we also want them to be different. We want to return to normal but we know deep down that our journey won’t be a return so much as a departure.
The question, then, is why would you use the word “normal” at all?
The definition of “normal” might be hard to pin down, but its function is pretty clear: normal is safe. It’s familiar. In the aftermath of the devastation of World War One, Warren Harding’s presidential campaign promise was simple: “America’s present need is not heroics, but healing; not nostrums, but normalcy.” Harding knew Americans wanted to get back to life as they knew it before war disrupted the flows and rhythms of their daily lives. He understood that in the face of fear, people long to go back to a time before the fear set in. His rhetoric connected with the public, which voted him into the White House on 2 November 1920.
Eventually nostalgia became a longing for a different time; more specifically, for a time that never existed.
Harding and his supporters were, we might say, nostalgic for the normal. Just like we are.
Nostalgia comes from two Greek words: nostos, meaning homecoming, and algia, meaning longing. To be nostalgic is to long for home. Swiss doctor Johannes Hofer first coined the term in his dissertation in 1688 “to define the sad mood originating from the desire to return to one’s native land”. Hofer believed his patients’ malady was that they longed for their homes. Nostalgia was originally a longing for a different place. Eventually it became a longing for a different time; more specifically, for a time that never existed. Nostalgia, writes Svetlana Boym, “is a romance with one’s own fantasy”.
In Longing For Paradise, Jungian analyst Mario Jacoby explores the human propensity to idolise a past normality which never existed:
“We project backward into the Golden Twenties, the Belle Epoch in Paris, the time of the Wandervogel, the medieval city, Classical antiquity, or life ‘before the Fall’. The world of wholeness exists mostly in retrospect, as a compensation for the threatened, fragmented world in which we live now.”
When it comes to defining normality, many people assume we start with an idea of what is normal and then, only as an afterthought, define what is abnormal. What if the exact opposite is the case? Maybe we start with something that feels off, something that causes us to experience a great deal of anxiety, and then we imagine a carefree time before these feelings set in. We don’t begin with normality and then categorise those instances where it is transgressed. We begin with all of those things that we instinctively feel are “abnormal” and then try to find comfort by erecting a norm that resolves our anxieties. We then locate this norm “in the past”, which gives us the benefit of claiming the norm as our own. This, after all, may seem easier to attain than one that requires all the hard work of creation. It is not something we need to build from scratch; all that is necessary is that we return home to it.
In a few months, my life will “return to normal”. I’ll sit at home writing essays in my lavender robe, staying in touch with family members via video chatting, and creating excuses for not working out as much as I’d like to.
For others, it will be a longer road. Some local businesses will reopen; others will shutter. Some people will never come back from the ICU. Some people will continue to struggle to fill their food pantries or pay their rent.
Some politicians will make renewed pledges about access to public healthcare. They will remind us to remain vigilant in the aftermath of a pandemic. Some people will agree with our politicians; some will despise them and take to social media to mock them.
The more things change, the more they stay the same…
We will all continue to face daunting challenges for which we are not prepared. Scientists and medical providers will try and outsmart these challenges; they will succeed in some ways, but the challenges will keep coming. Modern medicine, as advanced as it is, is still, in the grand scheme of things, relatively young.
That we will continue on, that we will, has always been the norm not only of humanity, but of all life.
In the past 500 million years, our planet has witnessed five mass extinctions. Many scientists believe we are currently living through a sixth. At some point in the future, our species will no longer be considered the pinnacle of evolution, human beings having been surpassed by other forms of life.
And yet despite the enormous challenges we face on individual, local and global levels, we will remind ourselves and each other that we will get back to normal.
Perhaps if there is something to hold onto in all of this, it is not our definition of normality but our insistence on saying “we will”. We’re not sure what exactly the future will look like – which is why we prefer to discuss it in the familiar terms of the good ol’ days – but we know that it’s coming to greet us.
That we will continue on, that we will, has always been the norm not only of humanity, but of all life, as French philosopher Henri Bergson pondered in the early 20th Century. Bergson used the term élan vital to describe the mysterious impulse toward an open future that seems to animate all life. In fact, this impulse is what life is. Life, says Bergson, “since its origins, has been the continuation of one and the same impetus which separates itself into diverging lines of evolution”.
Whatever it is, however we name it, it seems to always be our normal: we will.
This article first appeared here.
Myanmar Digital Landscape 2020
Continues to grow rapidly into 2020.
A look at the current Myanmar Digital Landscape:
- Local marketing tech platform Humology has produced a deck covering these digital trends in 2020 (with some eyeopening stats).
Myanmar 2020 Snapshot:
- Myanmar continues to grow rapidly, illustrating strong opportunities and digital innvovations
- Mobile marketing is fast becoming the priority for advertisers
- This is partly due to 90% smartphone penetration and fast mobiles speeds
- 60-70% of ad spends are shifting to programmatic
- Gaming is now the 2nd largest category behind social media
- Video is the 2nd fastest growing market for YouTube in APAC
- There is strong growth in chatbot interactions
- There will be a strong growth in micro to medium influencers
- Other items to note: it’s also about using engaging rich media formats, smaller screens, location, AI and personalisation.
Digital marketing in Myanmar has grown and changed at a startling rate and this is set to continue in 2020…with mobile marketing fast becoming the priority for all advertisers.
– Simon Bailey, CEO, Humology
This full report can be found at DigitalInAsia.
How to tell a compelling story in a business setting
Make quarterly results exciting by following these tips.
When you were a child, you probably had a favorite story. My daughter loved The Wizard, the Fairy and the Magic Chicken. Now that you’ve grown up, you may still love a good story—maybe a novel you read recently, or a movie you saw.
But if someone asks you to tell a story in a business setting, you might be a little confused. How do you tell a story about your latest quarterly results or your big data analysis? You don’t have catchy characters, and you definitely don’t have dramatic plots.
But there is a way to tell your business stories compellingly. Here are some tips for doing so with ease and impact.
Establish Your Character
Every compelling story has a main character, so that’s where you should start. In a business presentation, that character is you. What kind of protagonist are you? Are you the dynamic leader? Are you the brilliant analyst? Are you the dedicated team builder? You can choose to be any character you want, as long as you’re consistent and authentic.
You might be wondering, how would you cast yourself as a protagonist in your role? Here’s an example. I recently went to New York to meet with the VP of communications of a big-league company. I imagined how I should “be” in a way that communicated the qualities you’d expect in a speaking coach—poise, precision, and instant gravitas—but also distinguished me. I knew I had 3-5 seconds to establish my “character,” to make the sale. My “character” worked. I made the sale.
The first challenge is determining how to establish your character in the first 3-5 seconds. How do you project the image of sales leader—but with your special style? How does a sales leader walk? How do you walk? Every time you make your presentation and tell your story, you need to present your character consistently and authentically.
Get To Your Issue Immediately
This might sound counterintuitive, but a compelling story needs to start at the end. In the crime drama television series Columbo, each episode always began with the murder. Peter Falk, the actor who plays the police detective lieutenant, always got to the dead body immediately.
In business, your “dead body” isn’t your data. You have to get to your issue and talk about what your data represents. In a status update—what does all this data mean? Are you doing well? Are you behind? Do you need to change? Should you keep going?
Find A Way To Show Why Your Audience Should Care
Once you’ve articulated your issue, your next step is to convince your audience to care. You have to avoid that pitfall of taking them down the rabbit hole of how you got there. Imagine your pizza delivery person standing in front of you holding your pizza—telling you how there was so much traffic, so much challenge in finding a spot to park, and how they had a lot of problems even walking up the stairs to your apartment. Chances are, you just want them to give you your pizza.
A business story works the same way. Your audience wants the pizza—and they want it to taste good. Now, I’m not telling you to sugarcoat your ideas to make them appealing. What I am saying is that you have to meet expectations in a way that satisfies. If you had a launch that fizzled, your story (your “pizza”) is about applying lessons going forward—not describing the blunders of the past. Your audience doesn’t want your delivery woes, they care about their pizza, and they want it to be what they ordered.
Dont Forget To Add Some Spice To Your Story
In a fairy tale, the plot has to include exciting twists and turns. In your business story, you need to add spice. But how do you add that spice to your business presentations?
Let’s take the example of medical device companies. To add that unique dimension to their presentations, they bring in people who have their medical devices in their bodies. These people depend on the quality of the devices because that’s how they stay safe.
Here’s another one. I was recently coaching a leader whose story was about improving forecasting to avoid surprises. I suggested that he give his audience wrapped boxes and ask them what they felt as they held the box. Excited? Uncomfortable? Confused? The point that I was trying to make was that when you don’t know what to expect, it stirs up many feelings. It’s analogous to the point he wanted to make about the impact of (pleasant and not-so-pleasant) surprises.
On their own, sales numbers and quarterly results might not generate much excitement. But with the right delivery, you can use them to tell an interesting story that keeps your listeners engaged until the very end.
This article first appeared on Fast Company
The Leadership Difference Between Being Accessible and Available
Ever had a manager who told you they had an “open-door policy?” Who knows, maybe you’ve even declared that yourself.
The open-door policy implies that your team members or colleagues can come to you with anything. That desire to be a transparent and open leader is admirable.
The problem starts when people knock on the proverbial door (and knock and knock) and no one’s home.
When I’m doing colleague feedback interviews for an executive coaching client, I’ll sometimes hear that person described as accessible. Other times, a colleague will describe the leader as available. On rare occasions, I’ll hear that the executive is both accessible and available.
You might think the two words mean more or less the same thing. They do in the dictionary, but they don’t in the realm of leadership. There’s a big difference between the two and the example of the leader who has an open-door policy but is never around to answer it explains the difference. Accessible and Available. Not the same thing.
Being accessible is mainly a function of personality. Accessible leaders:
- Put people at ease.
- Encourage open and honest conversation.
- Provide coaching and guidance.
- Don’t stand on title or hierarchy.
- Seek feedback
Being available is mainly a function of time management. Available leaders:
- Put team members and colleagues on their list of priorities.
- Leave time in their weekly calendar for unscheduled conversations.
- Make clear to others how and when they can be reached.
- Keep their meeting commitments except in case of true emergencies. (This is especially true for regularly scheduled team meetings or team one on one’s.)
- Make good use of technology – particularly video conferencing – to be available virtually when they can’t be physically
The benefits of operating from these “best of” lists for accessibility and availability are pretty clear. Both the leader and their team learn more, develop faster and have higher levels of engagement and performance.
So, how are you doing? Are you accessible, available or both? What’s one thing you could start doing in the next week to move the needle in a positive direction for you and your team?
This article first appeared on Eblin Group
Bully Manager? Learn How to Stop Her
Death and taxes have traditionally been viewed as the two guarantees in life, but I think a third item has officially made the list: change.
I overheard the bully manager berating an employee in the back room. Apparently she didn’t hear me enter the bookstore, or then again, maybe she did.
The bully manager emerged a few minutes later. She stepped up and onto the large raised podium in the center of the store. It served as a check out register, information booth and throne from which the bully manager had oversight of everyone in the store. She loomed large over those who approached, which is exactly what I did.
“I’m looking for a copy of …..” Before I had a chance to name the book, she snapped at me in the same bullying tone she used with her employee. “Can’t you see I’m busy!” It was not a question.
Stunned, I stepped back, as one does when a barking dog charges, bearing its teeth. The step back is a natural reaction that creates a safer distance and a split second for the brain to assess the relative danger. Based on what I did next, I guess my brain registered a very low level threat.
“Why are you being so mean to me?”
Her face softened. The bully manager apologized. Then she stepped down from her podium, went to the stacks and found the book. She handed it to me with grace and kindness, rang me up and thanked me for visiting the store.
The event took place many years ago, but I’ve long remembered how quickly a few words snapped someone out of their mean-ness and into their kindness. We are all capable of both.
The Long Term Effects of Bullying
f you don’t stop the bully, she will continue. You, her victim, will experience ongoing stress. It will affect your hormones and prevent your immune system from operating at its best.
On-going bullying will damage your health. You’ll be miserable at work and you’ll bring the misery home. Your performance will suffer. Eventually you’ll leave on your own or be asked to go.
How to Stop the Bully and Why it Works
If you refuse to take the abuse there are two possible outcomes.
- You’ll be fired immediately, or
- The bully will realize that you won’t be bullied and stop trying to bully you.
Whichever happens you emerge with your dignity intact. Geoffrey James contributing editor, Inc.
Remember Pavlov’s dogs? We don’t know what reward the bully gets from her behavior, but we do know she gets it each time she bites you. We also know she receives no feedback about what she’s done, because her victims are too stunned to give it.
Your goal is to stop the bully from reaping her reward. But how? Name her behavior, without calling her a bully. The latter will get her back up and she’s likely to strike out harder. Instead, provide feedback in a way that suggests she examine her behavior.
Why are you being so mean?
Why are you speaking to me so harshly?
Why are you blaming me for something I haven’t done?
You’re giving her an opportunity to pause and look in the mirror. Maybe she’ll accept your invitation. Maybe, like the bookstore manager, she’ll choose kindness instead.
If she stops, you win. If she doesn’t stop, you win by maintaining your dignity and avoiding the long term affects of continued bullying.
This article first appeared on Germane Consulting
6 Ways to Build Trust During Organizational Change
Death and taxes have traditionally been viewed as the two guarantees in life, but I think a third item has officially made the list: change.
The pace of change accelerates with each passing, day, month, and year. The exponential growth of technology has enabled new products, services, and businesses to rise to prominence in short order, and has caused others to become obsolete just as quickly.
Yet research has shown that 70% of all organizational change efforts fail, cost more, or take longer than expected. Leading people through change is not a natural-born talent for most people. It’s a skill that must be developed and practiced over time for leaders to become comfortable navigating the complexities of organizational change.
The one must-have ingredient of successful change efforts is trust. If the people in an organization don’t trust their leaders, they won’t buy-in to the change. They will question their motives, drag their feet, or actively work against the change. It’s critical that leaders foster a culture of trust before, during, and after a change effort if they want to have any chance of success.
Here are six specific steps leaders can take to build trust during organizational change.
1. Set realistic expectations
One of the primary ways trust is eroded is a failure to meet expectations. Leaders can easily over-promise the benefits of the proposed change effort, and when those benefits aren’t achieved, trust is broken. Once employees lose trust, it’s hard to regain it, which handicaps future change efforts. Set clear and realistic expectations and then work hard to hit those deliverables.
2. Address people’s concerns
Research from The Ken Blanchard Companies shows that people have predictable stages of concern when faced with a change. Leaders improve the chance of success if they proactively address those concerns, rather than finding themselves on their heels having to react to resistant employees. The first stage is information concerns. Your people need to know what the change is and why it’s needed. The second stage is personal concerns. Team members want to know how the change will impact them individually. Will I win or lose? What’s in it for me? Will there be new expectations of me? The third stage is implementation concerns. What do I do first? Second? Will the organization provide the necessary resources? Will I have enough time? Will there be new training involved? It’s critical for leaders to address these stages of concerns to alleviate fear and anxiety so their team can embrace the change effort.
3. Make it safe
Employees will not embrace taking risks or innovating in new ways if they are fearful of being punished, criticized, or looked down upon for making mistakes. Leaders have the responsibility to create an environment of psychological safety where people feel safe putting themselves on the line, such as asking a question, seeking feedback, reporting a mistake, or proposing a new idea The three most powerful behaviors that foster psychological safety are being available and approachable, explicitly inviting input and feedback, and modeling openness and fallibility. People will embrace change more completely when they feel safe to express their true thoughts and feelings without fear of admonishment.
4. Share information liberally
Ken Blanchard is fond of saying, “People without information cannot act responsibly. People with information are compelled to act responsibly.”
Leaders can fall prey to not sharing information because they fear people won’t have the proper context to interpret what it means, or perhaps they feel that people may take information and act in irresponsible ways. The root of this fear is a lack of trust. The opposite of trust is control, so when leaders withhold information, they are showing a lack of trust by wanting to control what people know, when they know, and how they know it. In the absence of information, people will make up their own version of the truth, and more often than not, that version will be a more negative view of the truth than what it is in reality.
5. Admit when you don’t know
As a leader, admitting you don’t know something can be one of the most powerful trust-building behaviors you can use. It shows humility and honesty to admit you don’t have all the answers. It’s easy to let our egos get in the way and not want to appear incompetent or unable. Instead of spinning the truth, evading answers, or tap-dancing around difficult questions, admit you don’t know but commit to finding the answer. Your people will trust and respect your authenticity.
6. Involve others in planning and implementation
One of my favorite sayings is, “Those who plan the battle rarely battle the plan.”
People take ownership over plans they create and implement. Successful change efforts are those that are done ‘with’ people, not ‘to’ people. Involve your team in planning and implementing the change effort and it will go much smoother than if you try to force it upon them.
Leading organizational change is tough work! In my viewpoint, the biggest difference between being a “leader” and a “manager” is that leaders initiate change. That responsibility comes with the challenge of being in the line of fire. You’re under the microscope and carry the weight of making the change effort a success.
Rather than carrying all that weight alone, why not spread it out among your team? Get them involved, make it safe for them to participate, address their concerns, be honest and authentic in your dealings with them, and be the torchbearer for leading with trust.
This article first appeared on LeadChange
Here’s How Much Brands Are Paying for Sponsored Content on TikTok & YouTube
An influencer marketing agency reveals how much brands are currently paying for sponsored content on TikTok and YouTube.
TalentX Entertainment, an agency managing 32 influencers across Instagram, YouTube, Snapchat, and TikTok, tells Business Insider it charges brands $0.01 to $0.02 for each sponsored-video view on TikTok.
On YouTube, brands are charged several times more at $0.03 to $0.08 per view. Brands are reportedly charged less for sponsored posts on TikTok because content is easier to scale on the app.
TikTok is said to be a key focus area for influencer marketers looking for new opportunities to earn revenue. Since the app is still relatively new, influencers and brands haven’t yet found a standard price structure for sponsored content.
Other Types of Payment Structures
Rather than charging per view, some creators have taken to charging a flat fee for each sponsored post. That ensures the creator is paid regardless of how many views the video receives.
Other creators may agree to a payment structure where they get paid based on results driven for the brand. For example, if an influencer is promoting an app, they may get paid per app download.
What Brands Want From Influencers
The number one metric brands care about when paying for sponsored content is engagement. They don’t necessarily care how many followers a creator has, they care about what percentage of those followers engage with the creator’s content on a regular basis.
TalentX Entertainment tells Business Insider:
“Some of our influencers, which we’re very excited about, are averaging anywhere from 25 to 50%, meaning if they have 500,000 Instagram followers, they’re getting upwards of 250,000 likes per post, which is unheard of and unprecedented.”
It’s said to be rare for a brand to pay for sponsored content across multiple platforms. Most brands typically have one platform in mind, whether that’s TikTok, YouTube, or Instagram.
This article first appeared on SearchEngineJournal
When Burnout Is a Sign You Should Leave Your Job
You have the right to have work that enriches and enlivens you, rather than diminishing you. This is my own personal declaration of human rights at work. It informs everything I do as a coach, management professor, and human being. Yet it’s surprisingly controversial.
Managers and employees in organizations around the world have bought into the assumption that pay and other contracted rewards are all you can expect to receive from work (and all that you owe your employees) and that it’s unrealistic to hope for less-tangible benefits like trust, respect, autonomy, civility, and the opportunity to make a positive impact on others. This impoverished view of work plays out in workplace attitudes and behaviors that burn employees out. It also traps people in jobs that harm their well-being and sense of self.
When the conditions and demands you encounter at work — like workload, level of autonomy, and norms of interpersonal behavior — exceed your capacity to handle them, you’re at risk of burning out.
Burnout has three components: exhaustion (lost energy), cynicism (lost enthusiasm), and inefficacy (lost self-confidence and capacity to perform), but you don’t have to be experiencing all three in order to suffer serious consequences. For example, if you don’t believe in your organization’s core activities, leadership, and culture, you’re likely to feel demoralized even if you still function well at work.
While attempts to reduce or prevent burnout primarily fall to individuals, research has established that job and organizational factors that are largely outside of an individual employee’s control contribute to burnout at least as much as personal factors.
People are most likely to experience burnout in the face of conditions such as unrealistically high workloads, low levels of job control, incivility, bullying, administrative hassles, low social support, poor organizational resources, stressed leaders, and negative leadership behaviors.
Organizations with rampant burnout are like centers of infectious disease outbreaks. Many people exhibit symptoms, and the deleterious effects reverberate throughout the whole system of employee relationships, both in and out of the workplace. Unfortunately, in contrast to the systemic medical responses that abate epidemics, organizational burnout vectors often go unchecked while suffering employees are left to manage as best they can on their own.
Therefore, there may come a time when leaving your job or organization is the best possible course of action in response to burnout. I faced this decision a few years ago while working for an organization that had numerous burnout risk factors and many burned-out employees. I tried multiple strategies to increase my engagement, such as crafting my job. I looked for ways to create value for my employer that exploited my strengths. I gained agreement for slight job modifications that allowed me to spend more time on work I found meaningful and less time on assignments I disliked. I reduced my exposure to tasks, people, and situations that drained my energy to the extent that I could.
Over time, however, my ability to exert control over my job was significantly constrained. I was assigned a higher load of stressful assignments and denied the opportunity to take on those I found fulfilling.
Vigorous exercise, yoga, and meditation proved inadequate to control my stress; I found it necessary to take tranquilizers as well. I was unable to achieve any psychological distance from the stresses of my workplace. Familiar tasks required greater time and effort to complete, with the result that I worked nearly continuously.
I’ve always been achievement-oriented, so feeling my creative and productive capacity draining away from me was frightening. Friends observed that I was clearly miserable at work. I came to realize that even though leaving my job might entail a major career change and an unwelcome relocation, my well-being depended on it.
If you’re feeling burned out, how do you know when it’s time to call it quits? Reflecting on the following questions can help you to determine whether you should leave your job.
Does your job/employer enable you to be the best version of yourself?
A sustainable job leverages your strengths and helps you perform at your peak. One of the most consistently demoralizing experiences my coaching clients report is having to work in conditions that constrain their performance to a level well below their potential — for example, overwhelming workload, conflicting objectives, unclear expectations, inadequate resources, and lack of managerial support. Persistent barriers to good performance thwart the human need for mastery. Furthermore, when you’re burned out, you provide less value than you would working in conditions that are more conducive to your performance and engagement. As my burnout progressed, my motivation plummeted and I had less to offer my employer. Not only was the organization hurting me, I was hurting the organization. Burnout is like a relationship that’s gone bad: When the employment relationship is no longer beneficial to either party, and the prospects for reviving it are dim, it may be time to call it quits.
How well does your job/employer align with your values and interests?
When you experience a sense of fit between your values and interests and the values and needs of your organization, you are more likely to find meaning and purpose in your work. When fit is bad, on the other hand, you probably won’t receive the support you need to perform well. Your career success suffers. My employer’s values as revealed by managerial behavior and decision-making practices clashed with my core commitments to authenticity, autonomy, making a positive difference, and facilitating thriving at work. While there were small ways in which I could create value, help others, and enjoy moments of satisfaction, overall the landscape appeared bleak. I reasoned that rather than trying to garden in a desert, I’d be better off seeking fertile soil elsewhere to cultivate the fruits I longed to bring to life.
What does your future look like in your job/organization?
Zoom out and take a long-term perspective to assess whether you’ve hit a short-term rough patch or a long-term downward slide. Do you recognize yourself in senior members of the organization? Do they give you a hopeful vision of your future? The possibility of living out the reality that some of my senior colleagues were living filled me with dread. Considering a few senior colleagues who were clearly diminished by their employment, frequently sick, and consistently negative set off alarm bells for me. I knew that I didn’t want to end up like that. Opportunities to expand myself into new areas and develop skills I hoped to build appeared slim. My future in the organization was one of stagnation.
What is burnout costing you?
Burnout can take a serious toll on your health, performance, career prospects, psychological well-being, and relationships. In my case, the negative emotions I brought home hurt my marriage and family relationships as well as my peace of mind. Sitting in the office of a relationship counselor and hearing my always supportive husband say, “I have no more empathy left for you,” clarified the costs of burnout on me and my family. If you’re unsure about the impact that burnout might be having on you, try asking your partner, family members, and close friends for their perspective.
After considering these questions, if you conclude that leaving your job or organization is the right course of action for you, you’ve already turned a corner.
You may not be able to quit today. But maybe today is the day that you begin to lay the groundwork: Put aside extra savings, update your résumé, reach out to network contacts, spread the word that you’d like a new job, get a coach, or sign up for an online course.
The journey back to thriving begins with actions like these. In my case, I began lining up side gigs, got certified as a coach, and negotiated some additional training support as part of a separation agreement with my employer. I built a portfolio of fulfilling work activities into a sustainable career that I love. I’m convinced that if meaningful, rewarding work matters to you and if you commit to achieving it, you are more likely to enjoy your right to enriching work.
This article first appeared on HBR