<?xml version="1.0" encoding="ISO-8859-1" ?><rss version="2.0" xmlns:media="http://search.yahoo.com/mrss/"><channel><title>Posts by Glen Turpin</title><link>http://vip.marcomprofessional.com/people/glen.turpin</link><description>Posts made by Glen Turpin on MarCom Professional</description><language>en-gb</language><lastBuildDate>Tue, 06 Jan 2009 23:22:50 +0000</lastBuildDate><copyright>Copyright: (C) 2009 MarCom Professional and contributing authors.  For full copyright info and terms of use visit http://vip.marcomprofessional.com/</copyright><ttl>15</ttl><image><title>MarCom Professional</title><url>http://vip.marcomprofessional.com//lib/img/rssimg.png</url><link>http://vip.marcomprofessional.com/people/glen.turpin</link></image>	<item><title>Privacy and unpleasant surprises</title><description><![CDATA[Privacy guru Dick Hardt introduces a simple privacy guideline on the Identity 2.0 blog. If the user is pleasantly surprised or does not notice, the use of identity information is a feature. If the user is unpleasantly surprised, then it is a privacy problem. Are you listening, Facebook? No more cack-handed surprises. Thanks. P.S. If you haven&rsquo;t watched Dick&rsquo;s infamous Identity 2.0 presentation, watch it now.]]></description><link>http://vip.marcomprofessional.com/posts/glen.turpin/privacy-and-unpleasant-surprises</link> <guid isPermaLink="false">http://vip.marcomprofessional.com/posts/glen.turpin/privacy-and-unpleasant-surprises</guid><pubDate>Wed, 31 Dec 2008 18:55:23 +0000</pubDate></item>
		<item><title>Who can you trust?</title><description><![CDATA[Two years ago, Unisys published the Trusted Enterprise Index, which measures trust in privacy and information security practices. While some of the results are out of date (I doubt that retail banking is the most trusted industry in the U.S. anymore) the factors that build and erode trust probably haven&#8217;t changed much. According to Unisys, the top five attributes for building and eroding trust in an organization are: Build Trust Customer satisfaction Leadership Prudent fiscal management Quality Customer respect Erode Trust Unethical business practices Customer dissatisfaction Lack of respect for employees Lack of respect for customers Poor leadership Most interesting factoid:]]></description><link>http://vip.marcomprofessional.com/posts/glen.turpin/who-can-you-trust</link> <guid isPermaLink="false">http://vip.marcomprofessional.com/posts/glen.turpin/who-can-you-trust</guid><pubDate>Sat, 27 Dec 2008 17:46:00 +0000</pubDate></item>
		<item><title>3Ready: Who can you trust?</title><description><![CDATA[Two years ago, Unisys published the Trusted Enterprise Index, which measures trust in privacy and information security practices. While some of the results are out of date (I doubt that retail banking is the most trusted industry in the U.S. anymore) the factors that build and erode trust probably haven&#8217;t changed much. According to Unisys, the top five attributes for building and eroding trust in an organization are: Build Trust Customer satisfaction Leadership Prudent fiscal management Quality Customer respect Erode Trust Unethical business practices Customer dissatisfaction Lack of respect for employees Lack of respect for customers Poor leadership Most interesting factoid:]]></description><link>http://vip.marcomprofessional.com/posts/glen.turpin/3ready-who-can-you-trust</link> <guid isPermaLink="false">http://vip.marcomprofessional.com/posts/glen.turpin/3ready-who-can-you-trust</guid><pubDate>Sat, 27 Dec 2008 17:46:00 +0000</pubDate></item>
		<item><title>What does trust mean?</title><description><![CDATA[Trust is an intangible asset that is often overlooked until it’s too late. — Larry Ponemon, Chairman and Founder of Ponemon Institute By now you&#8217;ve probably heard that people don&#8217;t trust corporate blogs. This shouldn&#8217;t be a surprise, since people don&#8217;t trust companies very much either. I&#8217;m sure there&#8217;s at least one company you don&#8217;t trust. I don&#8217;t trust Comcast. (Sorry, Frank. Nothing personal.) But what does it mean to trust a company? Trust them to do what? Deliver appropriate value for the money? Live up to their brand promise? (What promise is that?) Refrain from shameless acts of flackery? Not lie, cheat or steal? Never poison or otherwise endanger me.]]></description><link>http://vip.marcomprofessional.com/posts/glen.turpin/what-does-trust-mean</link> <guid isPermaLink="false">http://vip.marcomprofessional.com/posts/glen.turpin/what-does-trust-mean</guid><pubDate>Fri, 26 Dec 2008 22:15:13 +0000</pubDate></item>
		<item><title>Best little-known yet useful PowerPoint trick</title><description><![CDATA[Jan Schultink lists his selection pane post (how to edit multiple layers in complex animations) as one of his best how-tos of the last half year. I&rsquo;m partial to that tip, for obvious reasons. One other tip that I wish everyone would read explains how to use hanging bullet points. It&rsquo;s very simple but helps make a presentation look more polished. The devil is in the details.]]></description><link>http://vip.marcomprofessional.com/posts/glen.turpin/best-little-known-yet-useful-powerpoint-trick</link> <guid isPermaLink="false">http://vip.marcomprofessional.com/posts/glen.turpin/best-little-known-yet-useful-powerpoint-trick</guid><pubDate>Wed, 24 Dec 2008 06:12:54 +0000</pubDate></item>
		<item><title>Influence in the executive suite</title><description><![CDATA[I recently wrote that most PR professionals don&#8217;t have a clue what goes on in the executive suite. Don&#8217;t get me wrong — I&#8217;m not suggesting that professional communicators don&#8217;t understand business (though some don&#8217;t). But I do think that the influence of the PR team in the executive suite is frequently overstated. Think about how often PR professionals are excoriated for letting their CEOs do something that results in negative publicity. Letting them? Do you really think most CEOs consult their PR staff for anything other than communications advice? Seriously? Yeah.]]></description><link>http://vip.marcomprofessional.com/posts/glen.turpin/influence-in-the-executive-suite</link> <guid isPermaLink="false">http://vip.marcomprofessional.com/posts/glen.turpin/influence-in-the-executive-suite</guid><pubDate>Wed, 24 Dec 2008 00:56:06 +0000</pubDate></item>
		<item><title>The spokesperson’s dilemma</title><description><![CDATA[Commenting on the Blagojevich scandal and others, Bill Sledzik brings up an important point in his post Restoring public trust: Today&rsquo;s headlines have me wondering if it&rsquo;s possible. As public relations professionals, we&rsquo;re in a bind. We can choose not to &ldquo;swim with the snakes,&rdquo; but as their spokespersons and advocates, we must stand up and speak for them &mdash; at least if we want to remain employed.Bill goes on to point out that Governor Blagojevich&rsquo;s spokeswoman, Kelley Quinn, knew that she&rsquo;d find herself in that position sooner or later when she took the job.Maybe so.]]></description><link>http://vip.marcomprofessional.com/posts/glen.turpin/the-spokespersons-dilemma</link> <guid isPermaLink="false">http://vip.marcomprofessional.com/posts/glen.turpin/the-spokespersons-dilemma</guid><pubDate>Mon, 22 Dec 2008 22:52:28 +0000</pubDate></item>
		<item><title>How to be human</title><description><![CDATA[It should come naturally, but as I wrote recently, for businesses, it often doesn&rsquo;t. On the Forrester Groundswell blog, Josh Bernoff zeroes in on the key problem. &hellip;treating people as a mass is more efficient than treating them as humans. Being part of an organization is harder than behaving like a human. And while that isn&rsquo;t likely to change any time soon, I think some of the most valuable things that a company can do come from being human and talking to people as humans. And some of the most awful things that companies do come from being inhuman to customers.]]></description><link>http://vip.marcomprofessional.com/posts/glen.turpin/how-to-be-human</link> <guid isPermaLink="false">http://vip.marcomprofessional.com/posts/glen.turpin/how-to-be-human</guid><pubDate>Sun, 21 Dec 2008 05:09:11 +0000</pubDate></item>
		<item><title>StrengthsFinder 2.0</title><description><![CDATA[Speaking about personality types, I recently took the StrengthsFinder 2.0 assessment, from Tom Rath&rsquo;s book of the same name. Here are the themes that best represent me, according to the assessment. Ideation People who are especially talented in the Ideation theme are fascinated by ideas. They are able to find connections between seemingly disparate phenomena. Strategic People who are especially talented in the Strategic theme create alternative ways to proceed. Faced with any given scenario, they can quickly spot the relevant patterns and issues.]]></description><link>http://vip.marcomprofessional.com/posts/glen.turpin/strengthsfinder-2.0</link> <guid isPermaLink="false">http://vip.marcomprofessional.com/posts/glen.turpin/strengthsfinder-2.0</guid><pubDate>Sat, 20 Dec 2008 00:25:46 +0000</pubDate></item>
		<item><title>What took you so long?</title><description><![CDATA[Or rather, what took me so long? I delayed starting this blog for more than five years* for several reasons that I thought were purely my own,** but in talking to friends and colleagues who work in corporate communications, I&rsquo;ve learned that my issues are not unique. Several long-time corporate communications professionals agreed that after spending so many years speaking in the bland and mechanical corporate voice of an employer, it&rsquo;s hard to find your own voice. Speaking on behalf of your employer is easy.]]></description><link>http://vip.marcomprofessional.com/posts/glen.turpin/what-took-you-so-long</link> <guid isPermaLink="false">http://vip.marcomprofessional.com/posts/glen.turpin/what-took-you-so-long</guid><pubDate>Sat, 13 Dec 2008 00:17:15 +0000</pubDate></item>
	</channel></rss>