May 19, 2020

[Infographic] What is the best time to use Twitter when marketing?

2 min
[Infographic] What is the best time to use Twitter when marketing?

In today’s age of mobile marketing and social networking, knowing when to post something is just as important as how you post in order to achieve maximum engagement with your consumers or followers.

While so many people spend time focusing on length and frequency when using the online marketing and social networking platform Twitter, timing could be the key factor. Recently, Buffer analysed over 4.8 million tweets across 10,000 profiles, using the statistics on how many clicks were received along with engagement and timing throughout the day and in different parts of the world.

RELATED TOPIC: [Infographic] Australia. Twitter. 2014. What Happened?

According to the data, the early morning hours are the times when tweets receive the most clicks on average, while evenings and late nights are when tweets get the most favorites and retweets. Noon to 1 p.m. are the most popular times to tweet, as the largest volume of tweets come between 11 a.m. and 1 p.m., with it peaking between noon and 1 p.m. Meanwhile, the fewest number of tweets are sent between 3 and 4 a.m.

However in some cases, certain times of the day where average engagement is at its peak is almost the opposite as to the most popular times to tweet. Since your tweets will scroll through without much other competition, they may be able to stand out amongst the others.

RELATED TOPIC: Twitter, Facebook, Instagram: Should Your Business Advertise Here?

Of course, a good strategy remains tweeting at non-peak times just as an experiment to see what happens.

The best times to tweet could be due to several different factors, such as when most people are at work and have access to Twitter, or when there’s a big event going on that people are commenting about.

RELATED TOPIC: [INFOGRAPHIC] How top brands use Twitter

Below are infographics that show when are the best times to tweet world-wide, compared to the Asia-Pacific region.

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Jun 9, 2021

Q&A: Professor Loredana Padurean, Asia School of Business

Kate Birch
3 min
Teaching the MIT Sloan Executive Education program at Asia School of Business, Prof. Padurean talks innovation, smart skills and digital transformation

As someone who is creating Asia Pacific’s business leaders of the future, what do you believe are the essential skills leaders require?

In many ways, we need leaders who are Renaissance women/men or polymaths, as opposed to specialists of an industry or a field. A polymath is a person with profound knowledge, proficiency and expertise in multiple fields and today’s leaders have to be able to combine various ideas, look at problems in novel and useful ways, and develop a broad and yet still deep set of skills, talents, and knowledge.

You’ve coined ‘smart’ and ‘sharp’ as skills of the future. What are these?

They are replacements for ‘soft’ and ‘hard’ skills, a concept coined by a US Army doctor in 1972 who observed that his pupils had different skills: dealing with machinery required ‘hard’ skills, while dealing with people and paper were ‘soft’ skills. This concept has served us well since, but I find it too binary, not to mention the semantic implications of the words themselves.

Soft implies gentle, delicate, mild, quiet, tender, weak. However, there is nothing soft in navigating competing perspectives and cultures, handling and delivering critical feedback or dealing with office politics. Instead, I prefer to call these skills ‘smart’. Hard implies rigid, difficult, heavy, static. But how can we think of engineering or software development as static or rigid? I believe ‘sharp’ is more apt as such skills need constant updating or sharpening. 

I think it’s time to reflect on these classifications, because we can drastically change someone’s perspective by how we choose to talk about and frame something. 

How important are smart skills in leadership today?

Smart skills are more important than ever because we live in a world of extreme diversity: generational, ethical, value-based, gender, etc. Gone are the days when giving an order was an effective act of leadership. I personally work with people from five different continents and across five different generations, therefore as leaders, we need to know how to adapt, motivate, inspire and connect. We need to increase our investment in learning about them in action, especially as smart skills are more difficult to develop.

I believe that a successful leader today has to be both smart and sharp. Take cognitive readiness, one of my top 10 smart skills. In order to be cognitive ready, one has to master system dynamics, one of my top 10 sharp skills. Also, did you know that one of the primary reasons why digital transformation fails is not the absence of digital literacy, a sharp skill, but the need for more validation and adaptability, both smart skills. So, instead of thinking of these skills as binary, I prefer to think of them as the yin and yang; co-existing and complementing each other. 

So, you can teach leaders smart skills then?

Yes, you can, via a combination of the classroom experience, plus an action component supported by deeply embedded reflection. At ASB we call this Action Learning, and we teach it both in the MBA and in the executive programs. For example, in teaching a leader emotional maturity as a smart skill, first they need to learn what it is, and then act on it, before reflecting on what we did and how we did it. And then to repeat it, but this time with more expertise and awareness. It’s not easy, but that’s why my favourite mantra is ‘the job is easy, the people are not’. 

Discover Professor Padurean's successful skills for a digital transformation here


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