12 Most Helpful Hints for Freelancers

Most of the freelance talent I draw upon to support my business is comprised of production support (e-pros), photographers and illustrators. I’ve noticed, especially when I hire someone new and recently out of school, many are clueless about how to behave professionally.

Here are 12 suggestions to help new (and even experienced) freelancers:

1. Show up on time for meetings

There is nothing worse than having your prospective client wait for you to appear. Unless there are mitigating circumstances, to me it says, “I am a flake and undependable.”

2. Do not “disappear,” making yourself impossible to contact

If you are going to be away during a crucial time, let people know when you’ll be out and when you’ll be reachable. I think some people “hide” when deadline pressure freaks them out. It’s not helpful, and actually causes anxiety to others.

3. Charge a realistic rate for your services

Your rate should be based on the amount of experience you have and your level of expertise. It seems an equal number of people overvalue their work as those who undervalue it, so look to identify what is considered the norm in your location.

4. When something isn’t clear, ask

Unless you are truly clairvoyant, mind-reading is not advisable. It’s better to ask for clarification when you’re in doubt.

5. Meet deadlines

Beside exceptional quality, meeting deadlines and budgets are near and dear to the hearts of your clients. Strive to establish a reputation as dependable and you will become a “go-to” resource.

6. If you feel you are in over your head, say so

The earlier the better. You won’t be the first person to ever do this. It gives your client the opportunity to find other ways of solving their problem. Unfortunately, it may not cultivate more work with them, but bowing out is preferable to leaving your client in an untenable situation.

7. When a client asks for changes that don’t make sense, say something

Maybe they assume you have a broader base of knowledge than you possess. Or maybe they missed a grammatical mistake. By contributing to a better outcome, you show you are paying attention and not just going through the motions.

8. Do you have a better idea? Share it

If you are on the ball and contribute to making your client look good, you become indispensable.

9. Package your deliverables neatly

If the deliverable is a file, make sure it’s in pristine shape. Check alignments, remove extraneous content, make sure links are intact and that assets have the proper resolutions. If you are a photographer or illustrator and are delivering a digital file or CD, make sure the file type is appropriate, employ an agreed-upon system of nomenclature, label it neatly and enclose it in a case or CD envelope.

10. Save 20 percent of your income

And put it in an account that has no credit, debit cards or checks connected to it. It is not emergency money. It does not exist. It is there for the sole purpose of keeping you on good terms with the IRS, or city or state departments of revenue. You’ll avoid the mad scramble of coming up with your tax payments. And you’ll be glad you did.

11. Cultivate a relationship with your clients

Whether it is strictly professional, or grows into a friendship, people like to work with people they enjoy. Given the choice between two freelancers of equal talent, cost and expertise, I will always choose the person I like working with the most. I think this is true for most clients.

12. When the project is done, say thank you

Whether you send an email, jot a note to accompany an invoice, or write a thank you note and send it snail mail, showing your appreciation will set yourself apart from your competition. Most people don’t bother to say thanks.

Each time you are hired by someone, you have an opportunity to establish a new ongoing client. Whether you are a writer, designer, photographer, web designer or other type of creative, it’s also a chance for you to add something to your portfolio as well as gain a professional reference to help your business flourish.

12 Most Savvy Ways to Go From Anonymity to Thought Leader

Ever wonder how people you never heard of suddenly become the “it” people in your industry? Or how that foolish fellow you went to high school with is suddenly cited as an authority on Internet transactions?

Sure, there’s hard work and labor behind achievements. But what can truly make the difference between a nonentity and a respected authority is thought leadership. People want to buy from companies they feel comfortable with, that they know and trust, especially when it comes to more pricey purchases. Are you going to spend a lot of money to buy a pricey electronics gizmo from a no-name company or one with an established name you’ve bought from before?

If you’re like most people, you’ll buy from the known entity. A key to getting people to become comfortable buying from you is to become a thought leader in your industry. Underscore the word industry. You don’t need to be an expert about everything. You do need to know something about your niche, and no doubt you already do.

Here are 12 ways to help you obtain thought leadership stature.

1. Address your customers’ concerns

What problems do your customers want you to solve? How can you best address those issues through content and demonstrate your expertise?

2. Go where your customer is

Don’t limit yourself to a blog post. Tweet about it. Create a video mentioning a few key points from the blog post. Post in social media channels.

3. Curate content

Provide a quick synopsis of articles in your industry — a paragraph is fine. People won’t remember that you didn’t author the articles, but they will appreciate that you shared the articles. And by extension, credit you with the actual author’s expertise.

4. Don’t forget email

Email can be nearly 40 times more effective than Twitter and Facebook combined. An easy way to write an email is to summarize one of your recent blog posts. Include a call to action with a link to it.

5. Write for trade publications in your industry

Trade media seek content written by industry experts, especially if the content is not self-promotional. If you’re not a writer, hire a student or freelancer to help.

6. Don’t forget to meet and greet

Speaking is a great way to get in front of a captive audience eager to learn. Seek out opportunities to speak at trade shows by suggesting great content you can present.

7. Get quoted by the media

Familiarize yourself with reporters covering your industry. Get to know their work and comment on it in social media. Provide helpful insights into your industry to journalists.

8. Get your happy clients to shine the spotlight on you

Nothing beats a satisfied customer telling your story, which is why smart companies include client testimonials on their sites, even if the customer wants to remain anonymous. If you can name your customer, even better.

9. Shine in the reflected light of a better-known partner

Do some joint PR with your partner where you can use your partner’s visibility and credibility to expand your own.

10. Create news

One effective way to generate news is to do a survey on a topic of interest to your audience. Issue a report with the key findings along with a press release summarizing the findings and linking to a landing page.

11. Get to know influencers

The adage, birds of a feather flock together, applies to thought leadership. Engage with other thought leaders online via social media and blogs. Comment on and share their posts. As you deepen the association, you will eventually be thought of as a thought leader yourself.

12. Create compelling content

Share your content on your website, SlideShare, social media and email. The site is gradually opening its platform for original content to all its members. Obviously, you will need to create super content if you want your content to stand out among the bounty of content.

10 Reasons Eye Contact Is Everything in Public Speaking

If there is one simple thing you can do to enhance your impact as a presenter, persuade others to see things as you see them, and make it more likely your audience will say yes to your idea, it is sustained, purposeful eye contact with one person at a time.

All it takes to start reaping the rewards of assertive eye contact is a little practice every day. Are you willing and able to give it a try?

You should be. In a study done last month in the journal Environment and Behavior, researchers at Cornell University manipulated the gaze of the cartoon rabbit on Trix cereal boxes and found that adult subjects were more likely to choose Trix over competing brands if the rabbit was looking at them rather than away.

"Making eye contact even with a character on a cereal box inspires powerful feelings of connection," said Brian Wansink, a professor at Cornell's Dyson School of Applied Economics and Management.

So, if you want to connect with your audience, look people in the eye, one at a time.

Here are 10 reasons why presenters should look at people, one at a time, when addressing an audience of any size.

1. Focusing your eyes helps you concentrate. When your eyes wander, they take in random, extraneous images that are sent to your brain, slowing it down.
2. When you fail to make eye contact with your listeners, you look less authoritative, less believable, and less confident.
3. When you don't look people in the eye, they are less likely to look at you. And when they stop looking at you, they start thinking about something other than what you're saying, and when that happens, they stop listening.
4. When you look someone in the eye, he or she is more likely to look at you, more likely to listen to you, and more likely to buy you and your message.
5. When you look a person in the eye, you communicate confidence and belief in your point of view. One of the most powerful means of communicating confidence and conviction is sustained, focused eye contact.
6. Sustained, focused eye contact makes you feel more confident and act more assertively. It may feel weird at first, but when you practice, it becomes a habit that gives you power.
7. When your listeners see your eyes scanning their faces, they feel invited to engage with you. They feel encouraged to signal to you how they feel about what you're saying--with nods, frowns, or skeptical raising of their eyebrows.
8. As a result, your listeners are transformed from passive receivers to active participants. Your monologue takes the form of a dialogue, albeit one in which you speak words while they speak with gestures and facial expressions. Your speech or presentation is suddenly a conversation.
9. However, to have a successful dialogue with your audience, you must respond to what your listeners are signaling. So, for instance, when you see skepticism, you might say, "I know it seems hard to believe, but I promise you, the investment makes sense. The data bears it out. "
10. Finally, when you look someone in the eye for three to five seconds, you will naturally slow down your speech, which will make you sound more presidential. In fact, you will find that you are able to pause, which is one practice that has helped President Obama become a powerful and effective orator.

Looking into the eyes of others may make you feel as if you are staring at them, but you are not doing any such thing. You are simultaneously being assertive and empathetic, because you are asserting your opinion and then watching their faces to understand their response.

With practice, you will master this important skill and turn it into a behavior that will serve you well in all areas of your life.

12 Ways to Make Difficult People Disappear

When working with others in a fast paced environment, conflict and stress will occur, but it doesn’t have to stick around or become the norm. Both elements can disappear if leaders are willing to make one decision: allowing stress and conflict to lead the team or leading its impact to a minimum.

Leaders who choose the first option focus daily on those creating and suffering from conflict, along with those on the sidelines who feel involved or impacted by the stress of others. This choice makes things worse and fortifies its staying power. Leaders who choose to minimize the impact of people with difficult behavior are often pleasantly surprised that at some point the behavior, and occasionally the very people sharing it, just disappears.

Consider these 12 solutions to help you “deal” with difficult people, and achieve better results:

1. Change your perceptions

Perceptions are our point of view and as we don’t tend to argue with our own data, what we see, is real, at least for us. The key question then becomes: are your perceptions accurate and a true reflection of what the other person is thinking or meaning by their behavior? Did they mean to rattle your nerves on purpose or are they just doing what they do… just like you? In my book, Make Difficult People Disappear, I explain that most labels we have assigned to others are predetermined judgments that are unfair. When we’re focused on everything and everyone being difficult and interfering with progress, we sabotage ourselves and employees. Just as magically as we want the difficulty to disappear, more of it seems to show up when we assign labels that don’t make sense or help the situation.

2. Reduce stress

Leaders experience feelings of overwhelm and anxiety just like everyone else. They are subject to stress. Stress is the result of one’s needs not being met. Those you lead are looking to you to meet their needs. Whether they have a need for action and results, as many leaders do, or perhaps that of recognition for specific accomplishments, stability, certainty, constancy, popularity, or being able to express themselves, your efforts to meet the needs of others will reduce your stress. Knowing what YOU need — and ensuring that you’re getting those elements — will also reduce your stress. When anxiety is reduced from both perspectives — yours and theirs — productivity and fun in the workplace soars and serves to continue a stress free cycle of working together.

3. Set boundaries

How many times a day do you hear “gotta sec?” In an environment where leaders are seen as effective if they have an “open door” policy, but are often struggling with delicate balance of getting things done and being available, setting boundaries can be difficult. The truly successful managers and leaders effectively block out time and politely let others know when they are available, with an open door or other signals. Also, they let people they lead know their preferred form of communication. Do you respond to emails or texts faster than a voicemail? Do people know you’re always accessible, even if it’s adding to overwhelm? Difficult people may grimace when you’re not at their beck and call, but they’ll adjust and disappear if you consistently train them how to treat you by setting appropriate boundaries.

4. Assess before you arrest

We often label others as difficult rather quickly. If they don’t communicate the way you do, as the leader, conversations are strained and for simplification we “convict” them of being difficult. Assess what they need from you first, and not just in the way of task fulfillment or achievement, but what do they really need. Consciously make an assessment before you make a figurative arrest and put them in the land of the “difficult.” Why? Once you assign a person THIS assessment, it has a tendency to stick. You’ll soon begin looking for ways to affirm that label.

5. Eliminate conflict

Conflict occurs when two parties vying for what they need to hear, feel, or experience, aren’t getting it and continue to request it in a way the other individual doesn’t understand. To eliminate conflict, listen longer before you speak and review the needs of the person with whom you are communicating. Then consider the timing of yours and their request. Most come into a conversation with good intentions, but sometimes struggle with articulating what is needed. Leaders learn to recognize what is under the emotional communication in conflict and begin to address the real issue at hand.

6. Communicate more clearly

In the book, Make Difficult People Disappear, communication skills are a key focal point. When a leader communicates more clearly it doesn’t mean they speak louder. Those who look to you for leadership aren’t deaf; they may not understand your direction. What can you do to alter the delivery of your message so that it is received in a language others more readily understand?

7. Give others what they need

Using the personality preference descriptions as an example, Commanders communicate with a sense of urgency and focus on results, whereas a more passive Relater team member will communicate with added empathy and people focus. They are motivated by “getting along” and will not understand a Commanders subtle use of “when you get a sec,” which for them means “right now.” Clarify your communication so you get what you need, and meet the needs of others, too.

8. Ask for what we want and need

Super-specific language will benefit everyone, as you will need fewer words (and energy) to explain and instruct. Choosing your words carefully and succinctly is beneficial for a couple of reasons. First, fewer mistakes are made when direction and goals are expressed with clarity. Second, asking for what you want and need sets a positive example for others. It leaves less to misinterpretation, shows you are decisive and confident, and is another way of setting boundaries.

9. Abide by rewards and consequences

Everyone likes recognition for their efforts. However, the KIND of recognition they prefer differs widely. In fact, there are four types: Public, Private, Tangible, and Intangible. Give the private person a public display of accolades and they are likely to do anything and everything in the future, up to and including sabotage, to ensure they are never that publicly pointed out or embarrassed again. Have you reviewed your recognition plans lately? Do you know the needs of the individuals you lead? Reinforce behavior with recognition in the way they prefer and you are ensured continued stellar performance of that which you recognize.

10. Maintain the “big picture”

While it may appear that making difficult people disappear involves a magic wand or giant magic beans, it is less about magic and more about mindset. The people you lead are… well… people. They have individual needs, preferences, backgrounds, and motivators. Identifying and then meeting these needs will remove the vast amount of stress and conflict in your office. It takes practice. It is not meant to make you the office psychologist, but rather it is intended to make your job easier and allow for self-management of the talented adults you have the privilege of leading. Maintain the big picture for your leadership focus and look at the needs of those you lead with an interest in meeting them and your desired outcomes for productivity and performance.

11. Follow your disappearing act

Your disappearing act is one of an internal nature and when you enact these steps, you’ll find that the difficulty dissipates and those who wish not to follow your boundaries, behaviors, and actions will self-deselect. They will move on to remain difficult elsewhere.

12. Create and keep the culture

Yes, you can make difficult people disappear. The challenge is to commit to putting these suggestions into practice on a daily basis.

Creating the kind of culture and leadership we have covered is a significant step. Maintaining the practices and mindset takes effort that is well worth the energy. Managers who are adept at assertive communication, setting boundaries, and refusing to label others always come out ahead.

CV and interview techniques for lost causes

Gaps in your work history Showing the last ten years' experience on your CV is generally sufficient, so you don't need to explain gaps earlier than this. However, you'll need to account for recent gaps. 

If it's a short gap sandwiched between longer periods of employment, you can deflect attention by giving the dates of employment in years, rather than in months. For example, '2002 — 2006' rather than 'January 2002 — October 2006'. But if you were out of work for more than a few months, or your dates of employment are short, don't try to conceal a gap. Instead, show how you used the time constructively. 

As long as you can show that you're doing something during your period of unemployment, you can appear more attractive to a potential employer. Also, doing voluntary work, researching something, learning something new are all ways to show how you are occupying your time. ... Given that this recession is so tough in so many sectors, employers are likely to be more 'forgiving' of long gaps in your work history.

Activities which bolster your CV are training courses, learning new skills or a language, volunteering, or creating your own project. Slot your activity with the dates into the appropriate section on your CV (professional experience/education for example) making it as relevant as possible to the job you're applying for. 

Make it clear at the interview that you're up-to-date with events in your industry, so make sure you stay in touch with contacts, keep up membership of professional organisations and attend industry events. 

Lack of experience If you're changing career and don't have much relevant experience, go with what you've got. Find examples which demonstrate how your skills, accomplishments and personal qualities are relevant to the role you're applying for. Experience isn't always the deciding factor, so ensure your other strengths stand out in your CV, covering letter, and at the interview. 

Don't underestimate the potential of networking. Finding out about a job before it's advertised may mean you avoid competing with more experienced candidates. 

Careerenergy says in the forums: "You need to look carefully at your skills & experience and understand which organisations and jobs are best suited to your personality, working style and career needs... 

"Then use your networks to get in front of people in those organisations. You need to be clear what they are looking for and why you meet their needs. And you need to communicate this effectively... 

"What you do need is the drive, focus and commitment to conduct a successful job search, and a positive attitude so that you know from the start that you are going to succeed." 

Extend your network of contacts online (LinkedIn, Twitter for example) and offline. Take every opportunity to develop your experience, and consider internships, temporary and part-time work. Offer your skills to local groups, charities and businesses, or set up projects yourself to gain the necessary experience. 

Dismissed from a job You may not need to include a job you were dismissed from on your CV. You can omit the job it if only lasted a few months, was more than ten years ago, or is completely irrelevant to what you're doing now. However, keep it on if it was your last job. Although you don't need to state the reason you left on your CV, be prepared to talk about it at interview if asked. 

You don't need to lie about why you left. Frame it as a learning experience. You didn't do as well as you'd hoped because you needed more training and mentoring as the field was new to you for example. It's taught you to ask for regular feedback from your manager... 

If you can, think about one positive thing that happened and use this — firstly on your CV — and secondly at interview, framing it again as a learning experience. For example, did you achieve goals through working in a team? Seize on a few aspects and offer these up as evidence that you have learned something that will be of value to your next employer. 

If you're worried about references from your boss, ask human resources to provide one with dates of employment. 

If you don't give references on your CV, provide them at interview. 

If you have other references from previous jobs, then offer these too. The important thing is not to dwell too much on a working experience where you didn't 'gel', but to put it into a wider perspective of your overall career history. Try to give the impression that the most recent experience was a bit of a 'blip'. You have some examples of where you excelled and you made the most of it, but in the end it didn't work out as you had hoped. 

Focus on how the job you're applying for now is your perfect match, and prepare well before you write your CV and attend the interview, so that you're sure about what you can bring to the role. Make it clear that you've learned from your previous jobs (not just the last one) and that you understand the challenges and opportunities in the new role, so you are prepared for any similar 'difficulties'. 

Health problems If you have health problems (either current or past) which don't affect your ability to do the job, avoid mentioning them in your application, or at interview. 

One of the risks in mentioning illness on a CV is that the employer might think the person isn't back to 100% fitness and may not be up to the demands of a job. 

Footstool in the forums adds: "I've been there, and recently enough to still have to put it on CVs and forms. I wouldn't make a song and dance about it, just state in as brief a way as possible that you spent the period recovering from a serious illness and offer to give contact details for your consultant/gp should they want any more details." 

But if you have ongoing health problems, clarify how they might affect your work and mention possible workarounds. Only bring up health issues towards the end of an interview, after you've given yourself an opportunity to make a positive impression.

12 Most Table-Turning Ways to Deal with Passive Aggressive People at Work

The term “passive aggressive” may be hard to define, but, as Supreme Court Justice Potter Stewart once said of pornography, “we know it when we see it.” And we see it quite frequently in the workplace.

What can you do with someone when they behave this way? When they refuse to do their tasks, when they’re sullen and make snide remarks, when they’re given to procrastination? What can you do with someone who plays the victim in their own little blame game, who won’t take responsibility, and who generally brings down the mood of all around them?

You can do better than cope. You can even turn the tables on the situation.

1. Stop trying to change them

It will almost never work, and will just annoy you. The depths of passive aggression are far deeper than the positive outreach you can provide to counteract it. You are not a therapist; don’t hold yourself accountable for being one. Instead, use the suggestions in this list as a means of coping.

2. Use exploding deadlines

Say to the P.A., “David, if I don’t hear from you before noon on Friday, I will do X.” That removes their veto power over the decision, and veto power is the source of a considerable amount of mischief that passive aggressives create. Plus, it forces you to think clearly through a likely decision.

3. Ask them for critiques of issues

It’s the one thing they’re good at, so you might as well use their perverse talent. (And it’s conceivable that if they see that they’re being recognized for being negative, they’ll begin to change. But, don’t count on it — see rule 1).

4. Plan on critiques

If you must ask them for advice, you will probably get critique — plan for it and move around it. For example:

You: “Should I do X, or Y?”
P.A. “They’ll both cause the following problems…”
You: “OK thanks, I think I’ll choose the X problems instead of the Y problems unless I hear a better idea from you by noon on Friday.”

5. Have a backup plan in place in case of procrastination

When they do, trigger the plan without hesitation — and without rancor (see item #2). Then ask yourself whether it’s worth doing this again the next time, or whether you can put someone else in that role.

6. Pick a stock phrase to use with snide remarks

Something like, “Got it, thanks for the insight!” Use this phrase every time, and say it cheerfully. The point is to both convey to the P.A. that you hear them loud and clear and are choosing not to deep-dive with them, and to remind yourself that you’re not about to let their problem ruin your day.

7. Play the elementary school teacher role

Remember, “Susan, do you have something you’d like to share with the class?” Firmly asking the P.A. to articulate their concern puts them on notice that you won’t tolerate gossipy behavior, and reminds others as well that work dialogues should be strictly public or strictly private.

8. Ask the P.A. for his choice

If the P.A. says both X and Y are problematic, ask him which he would pick.

9. Call out sullenness

If the P.A. is sullen or sulking in a group context, comment on it in a public but respectful manner. “Joey, you’re looking a little unhappy about this; anything we can do to make it better?” The intent here is to get Joey to either offer a constructive suggestion, or to own his own unhappiness. The latter is a perfectly acceptable outcome (and the most likely one); it removes you and everyone else from the guilt trip the P.A. is trying to lay on you.

10. Invite the P.A. in

If the P.A. is hanging around the edges of groups, not fully joining in but still lobbing in blame grenades to the discussion, invite him in. Say something like, “Mary, would you like to pull up a seat at the table and join in?” Be prepared for Mary to decline, and ignore the emotions with which she does so. You have said again, publicly, that the choice is hers.

11. Give the P.A. an occasional chance

P.A.’s often find it hard to conduct relationships with others. They are afraid, and become conflict avoiders. In a one-on-one situation, you can offer them ways to improve. “Susan, I notice you’re rolling your eyes when I mention the marketing department. Is there an issue there I can help you with?” If you say this in a direct, open and helpful tone, it offers Susan the chance to get better. If she doesn’t take that chance, it’s her loss; you did the right thing by offering, and you have lost nothing in so doing.

12. Don’t hesitate to fire the P.A.

Passive aggressives are not a protected class (like race, gender, age) under any legal statute. There is no law protecting people whose behavior sucks the air out the room, drags down others, and impedes forward progress for a team or organization. These are in fact the kinds of behavior that constitute good cause for firing. The longer you tolerate it in your organization, the longer you send the wrong message — that dysfunctional behavior is more tolerable than the success of the organization. That is rarely a message you want to be sending.

12 Most Reasonable Reasons Social Media Requires Meaningful Job Titles

Social media is rife with ridiculous social media titles. Don’t take my word for it, read my friend Sam Fiorella’s post. (Don’t worry I’ll wait while you read his post.)

It’s as if companies feel that to show they’re part of the social media ecosphere, they must give their employees dedicated to social media the leeway to create their own job description. This is akin to a rite of passage where the subtext is if you can create the coolest, most out there title, you’ll get the job. But the reality is that these ridiculous titles are on a par with hiring a student to handle your social media.

While your employees might think that it’s cool to exchange business cards with weird titles in their favorite drinking establishment, here are twelve reasons you should use more meaningful titles.

1. Job titles show respect

Think of what someone said about respect. How much respect does the Head of Wasting Time on Facebook get?

2. Job titles are rite of passage

While I appreciate that a cool title can make an employee feel good about their job with a small or no raise, it sugar coats the fact that you want to look like you’re doing something special when you both know the truth!

3. Job titles are a negotiating point

Giving a prospective employee a special title is one way to enhance the offer without additional money.

4. Job titles imply salary range

Your title sounds important but what’s in your paycheck?

5. Job titles make a branding statement

What level of professionalism does your business show when your employees distribute business cards and emails with crazy titles?

6. Job titles shed light on your business

While some businesses go overboard with three line titles that don’t mean anything outside of your division or organization, off beat titles show you’re current with the latest trend but not necessarily serious about social media.

7. Job titles show you’re part of the team

A funny social media oriented titles is a neon sign that you’re not a team player

8. Job titles support employee effectiveness outside of your organization

Conventional titles help your staff deal with suppliers, agencies and customers. You don’t want these constituents to think, “Who the heck is he?”

9. Job titles show collaboration

Social media needs to be integrated across your organization. Having a title that stands out hinders the employee’s ability to fit in.

10. Job titles represent standing within the organization

Where does social media fit in your company’s organization? An unconventional title implies the employee is outside of the organization like an orphan.

11. Job titles imply senior management buy-in

A state-of-the-art social media title underscores that your management team doesn’t really buy into social media. If it did, the title would show respect.

12. Job titles represent authority

Traditionally, titles were associated with budget and decision-making. How do you expect an employee to engage with outside vendors without any perceived power? Don’t get me wrong — there are times that changing employee’s titles can be useful to your organization. Social media isn’t one of them. Doing so just undermines your social media marketing efforts and detracts from your business.