[VIDEO] Industry Expert Shares Marketing Tips for Business Owners
If you own a business you should know by now that you can’t do it all on your own. Advice, recommendations and insight from others in the field are invaluable tools for any business owner.
Diana Ryall worked for Apple Australia for 20 years in a variety of positions, including managing director. She founded her own business, Xplore For Success in 2002. Her company offers career development programs in Sydney, Melbourne, Canberra, Brisbane and Perth, and has helped countless global and country-wide businesses including KPMG, American Express, Citi, Commonwealth bank, NAB and QBE.
In short, she’s a great resource.
In this video, RaboDirect picks her brain about the best ways to help your business reach its target market without blowing the budget. She discusses:
- the importance of the elevator pitch,
- how her company uses different social media platforms,
- the importance of determining the best way to reach sources of potential business,
- cultivating relationships with customers and
- the benefits of getting referrals from current customers.
Watch the video to hear her number one rule.
Diana has held several influential roles in the business sector and community. She’s served on boards for senior women’s career development, was part of the judging panel of the Australian Best Employers program run by Hewitt Associates and has been on the Diversity Council for Commonwealth Bank of Australia, among other honours.
RaboDirect is part of the Rabobank Group, a Dutch operative founded in 1898. It’s the world’s leading food and agribusiness bank, and one of the largest financial institution in the world. Self-named “Saving Specialists”, RaboDirect Australia offers a range of savings accounts with healthy rates.
Q&A: Professor Loredana Padurean, Asia School of Business
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