RE: Action

By involving your presence in social media, you achieve a better (but not full) picture of the value of your marketing.
Today offers the digital world measurements on the number of visitors, pageviews, time spent on the site and conversions. In a way it can be interpreted into the reach (reach), attention (awareness), coverage (coverage) and commitment (engagement). But what about recommendations (Advocacy), loyalty (loyality), confidence (trust) and influence (Influence). It can be measured by looking at sensitivity, comments, feedback, general publicity and organic range.

Brandon Murphy, chief strategist for 22squared, puts the two approaches together. Digital action (marketing) leads to interaction and final sale. This he calls Return on Interaction. But there must be Return on Influence, which is all about sales leads to word of mouth and recommendations, which leads to more sales. That together provide Return on Investment.

Also: Looking at users who are active in social media, so they speak both about what they buy, they buy more assertive and, lastly, so influence others to buy more.

Source: Brandon Murphy http://www.slideshare.net/brandonmurphy

When I became leader in 2007, I made myself from early conscious that I had to guide the light of a set of values. It is my belief that management is a discipline that also requires more than ambition, hard work and talent.
In a company with well-educated and creative people is the role of the authority of something you have earned by virtue of knowledge and personality multiplied by a time factor. A few stars on his shoulder makes no avail. It has been most evident effect of the people who want the stars.

Before the promotion, I had in my private life taken me a lot of roles that is best capable of being coordinator. It has been in 'football' as the state it was in 'Scripture' as a sort of link. In my self-image I have seen what it is to drive the ball over on the other half, more like I was an inspirer, to ensure (inter) action in the coordinate (a collection of authors) was partly an administrative function, but expanded in the sense that he who sets the agenda will automatically have a significant influence by virtue of the definition of the framework.

Situation-based management is a pragmatic approach, where common sense plays a major role. To lead others, I would like to achieve something by building on something else: values.

Responsibility.
I've heard several say that people exist, because the boss can not reach it all yourself. It's nonsense. It is not just a matter of having more hours a day, but also a question of skills for something more. It is no coincidence that people in a department - in spite of the mutual inspiration and attraction through knowledge sharing - also specialize in different directions.
In order to create both happiness as success should the employee be a participant (as opposed to observe) in his duties. Influence creates commitment and provides incentive for the individual to do his utmost. Success pointing eternally returns to the charge.

Respect.
In order to create a constructive dialogue is not an assumption that players are equal. And actually, I also think that the situation can be difficult to achieve between manager and employee. But when it works when the meeting takes place at eye level, then it is ceteris paribus basis for good cooperation. Respecting another person is not a love letter. But the acceptance and understanding of each other is the openness that creates a place where hands pressed over the fists attached.
People are different and it is in the diversity that healthy conflict can create something that is greater than the sum of its parts. The Beatles are the eternal example.
So, respect is fostered by curiosity and dialogue, combined with situational awareness.

Trust.
If you do not think it's best for your neighbor, you might as well stop believing. To trust others is such an intrinsic value to me that it is difficult to decipher in full detail. For me it is about to grow apart. With it, I think we all have something we are good at. It's not because I believe we are unique and all are equally good and second 68'er castoreum. It's more a question of doing something with what we have at hand and believe it. Start with the good - in this light, it will not so good more readily accepted and handled by all parties.

Caring.
With the (sometimes more than) 7 ½ hours a day, the time we spend with our colleagues very important for our identity and life process (and any life project). To take care of each other and dare to engage themselves in both the group and the individual may be cross both head as well as an employee. But successful transition creates a sense of security conditions and a positive spiral started.
I will not make excuses for what reason is the fact that this is not successful for me yet. Work is more than organizational understanding and bottom-line or position descriptions and Friday afternoons.
Work is an interpersonal transaction. Therefore, friendly, humane values, a welcome beginning.

Do I have summed up the above, then I think that responsibility, respect, trust and care are four basic values ​​in their community gives each employee confidence and freedom to create what the individual and the group does best.