Sharlyn J. Lauby's Blog, page 166

Looking In All the Wrong Places – Friday Distraction

I must admit, I don’t lose things very often. In our house, everything has its place. But occasionally I find myself running across something in my suitcase that I forgot to unpack – a black pair of socks that blend with the luggage lining. Or a necklace that slid into a crevice.

When I do realize something is missing, it’s easy to get frustrated searching around the house. Especially when I realize that I’ve been looking in all of the wrong places. Today’s Time Well Spent from our friends at Kronos reminds us that often what we’re seeking can be right in front of us.

In business, when we go on the quest to get data, we need to stop and ask the question: Where’s the best place to collect this information? Organizations need not only relevant but cost effective information. It’s easy to waste resources if we spend our time looking in all the wrong places.

Oh, and on a somewhat related note. During the HR Tech Conference, I received a Tile (https://www.thetileapp.com/) This is very cool. It can help you find things. Like your keys. Or your car. I’m thinking about trying it on my luggage. Check it out. It might be a nice gift idea for a friend or family member.

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Technology During Meetings: How to Handle

I was facilitating a session earlier this week where the topic of technology came up. The conversation was about using technology in an effective way.

Every single person in the room had a smart phone but they were very comfortable with putting it down during our discussions and responding to emails during breaks. It was refreshing to see business professionals using technology tools the way they were designed.

Organizations need to realize there’s no going back. Technology has become firmly rooted into our business meetings. I think it’s unrealistic to think people are not going to bring their laptops, tablets and phones with them. It’s the norm.

However, as this group demonstrated, technology shouldn’t take over the meeting. Smartphones and texts should not be excuses to mentally or physically leave a meeting. When we bring our devices to a meeting it’s to help us be more efficient and productive, not interrupt the meeting. Here are some tips I’ve learned over the years about technology during meetings:

Manage the sound. One of the biggest annoyances, is the sound of a device beeping, ringing, etc. Especially if someone reminded everyone to check the sound on their devices. Unless it’s an emergency, most of the calls we get during meetings can wait until after it’s over. There’s no need to interrupt the meeting to take a call. If need be, you can tell a colleague prior to the meeting that you’ll be unavailable for the next hour and get back to them then.
Sit near a door. If you are in the middle of an urgent situation – for example, someone is getting fired or an investigation is taking place – sit near the exit doors so you can participate but also make a quick exit if necessary. Also, it’s helpful to tell the other participants up front that you might have to step out of the room if a certain call comes so they don’t wonder when you leave. Especially if your exit coincides with a sensitive discussion.
Share cords and cables. This is very handy during all-day meetings. Depending upon where the meeting is held, WiFi is still an unstable thing. Most days my iPhone will go all day without a charge. And then there are times at 11a I’m at 40%. WTH?! So I bring a multi-outlet charger with me. I can charge my devices and others can too! I’ve also discovered a multi-device charger called the Jackery Giant+. Great for those times when outlets are hard to find.
Build in time for “phone check” breaks. I’m starting to build these into my training agendas and participants appreciate it. The purpose is just to respond to immediate issues – it’s not a substitute for office time. The breaks do not need to be lengthy. But they can be very handy during a two-hour meeting which might not justify a formal break but allows people to check in with their office.
Take photos! It’s great to share what you’re working on. Taking team photos or pictures of flip charts can be fun and engaging. One reminder: make sure to ask first before taking and publishing photos of work products and people. Some participants might be fine with sharing some images and not others. Be sensitive to their wishes and ask first. Let them how you’re going to use the image.

How do you manage technology during meetings? Leave your tips in the comments!

Image courtesy of Sharlyn Lauby

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Self-Management Success: Manage to Change (Part 6)

Our last post in this series about the qualities of self-management deals with change. Not change management because that’s an organizational process. The idea behind “manage to change” lies in the ability of each individual to change as necessary.

Just as a quick recap, here are the five qualities we’ve discussed so far for self-management success:

#1 – Know Yourself

#2 – Do Work You Enjoy

#3 – Be a Part of the Solution

#4 – Handling Personality Conflicts

#5 – Learn How to Learn

On some level, all of them deal with our ability to change. Whether it’s knowing ourselves, understanding others or handling difficult situations, there is a change component. The concept of “manage to change” focuses on our ability to effectively make a change when needed. It’s about knowing ourselves and our circumstances well enough to know when a change is called for and what kind of change needs to be made. Here are two examples:

It’s only natural to rely on our strengths. And our tendency might be when the going gets tough, to use our strengths because…well, they are our strengths. However, there are times when relying upon those strengths too much can turn those positive and productive behaviors into negative and self-defeating ones.

Let’s say a person is known for their ability to lead a group or project. One of their strengths is getting people and responsibilities organized, then helping the group maintain productivity. If, however, the person always has to be in charge and is unable to participate without being in a leadership role, then their usually positive behavior becomes unproductive.

The way we can manage to change in the situation is by being cognizant of our strengths and aware of situations when we might be overusing them. This will prevent us from using our preferred behaviors to excess.

The second example is when we use our strengths at the wrong time. A person who uses logical, systemic, analytical behavior is a great person to have on the team. But if the situation calls for listening to people and taking into account their feelings and emotions, then it might be considered inappropriate to use logic and systemic reasoning at that time. In this instance, changing the approach to a more empathetic one would be more effective even though it may not be a strength.

We need to recognize those situations that call for us to leave our comfort zone, regardless of our skill level, to align our behaviors with what is required for the situation.

Today’s workplaces are becoming more social which, in turn, means they are becoming more personal. If we want self-management success and to solve the business challenges of the future, the first step is being able to manage ourselves. The more we can manage to change; the greater our self-management potential.

Image courtesy of Sharlyn Lauby

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Job or Career: Which One Do You Have?

I recently read a remark that individuals who work at fast food restaurants or deliver newspapers do not have careers. The author of the remark said they have jobs. It made me wonder exactly what the difference is between a job and a career. So I looked up the words in the dictionary.

Job: a paid position of regular employment.

Career: an occupation undertaken for a significant period of a person’s life and with opportunities for progress.

So time is a key differentiator between jobs and careers. Using these definitions, a person who works for a couple of months in a restaurant has a “job.” A person who spends a decade working at a restaurant could have a “career.”

The opportunity for progress component is a bit more complex. It sounds like jobs do not have opportunities for progress but careers do. (Side note: This also means the term “dead end job” is a redundancy.)

In addition, when we think of opportunities, it could be very subjective. We don’t always know what opportunities exist. It’s possible we can’t see the opportunity. Or maybe we don’t consider it an opportunity. When I first read the definition, my immediate thought was opportunity means  promotional opportunities. But, I can see where training could be defined as an opportunity for progress. Learning is progress.

What really came to mind as I was reading these definitions was employee engagement. It could be said that jobs are for the disengaged or unengaged. Careers are for the engaged. Organizations have the opportunity to give people jobs or careers. Employees have the ability to look for a job or a career. It’s not up to an outsider to make that determination.  What seems like a job to one person, could be a career to someone else. Employers and employees decide if they have a “job” relationship or a “career” relationship based upon levels of engagement.

I believe in today’s working environment we first have to understand the literal definitions of jobs and careers. Then, we may have to expand their working definitions. They are not defined by how much money a person makes, what kind of organization a person works for, or even the type of work a person does. Nor are they defined by the opinions of others. Jobs and careers are created and defined by the relationship between the organization and the individual.

Image courtesy of Sharlyn Lauby

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Employees With Benefits [infographic] – Friday Distraction

We’ve all heard the phrase that there’s more to compensation than our paychecks. Meaning that perks and benefits play a huge role in total compensation. Benefits are usually defined as non-wage compensation. In some places, they are mandated by law (examples include health insurance, sick pay, vacation, etc.) Perks are typically non-standard benefits that might be unusual in nature or limited to certain positions. Examples of a perk might be an auto allowance, dry cleaning expense reimbursement, or flexible work schedules.

Both perks and benefits can vary greatly by job, industry and even region. I once worked at a hotel that was allowed to break dress code during the summer months. It was a perk of working in a sub-tropical climate.

Today’s infographic, courtesy of Jobvite, explores the perks and benefits that employees are looking for. I must admit that I was a bit surprised at the results. Check out where free food and gym memberships are on the list.

But the real gem in this infographic is the general trends in tenure section. This will give organizations some insight into how long employees are staying with companies. And if employers want to change this trend, some strategies for doing it (i.e. connecting perks with tenure).

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5 Reasons You Should Embrace Microlearning

During this year’s ATD International Conference and Expo, I had the chance to hear Stephen Meyer, CEO of the Rapid Learning Institute, discuss the topic of microlearning. It’s defined as small learning units or bite sized pieces of content. I think it’s different from social learning, mobile learning or even elearning, which we’ve talked about before. Microlearning appears to be new to the scene and, based upon the standing room only crowd at Meyer’s session during the conference, I’d say it’s worth paying some attention.

As it pertains to microlearning, I walked away with 5 takeaways that organizations should consider:

It’s easy to produce. Please notice I didn’t say cheap. Although by definition, microlearning would be shorter than standard training and therefore should be cost effective to produce, it’s possible an organization would have more microlearning options available. That being said, I can see microlearning topics being less complex to design and implement than, let’s say, a traditional elearning project.


It’s flexible. Microlearning can be classified as “on demand” if participants can access it whenever and wherever they wish. It could also be called “just-in-time” if it’s used to refresh/remind/teach someone something immediately before they need it. For example, a manager may want to review the steps of counseling an employee right before meeting with them.


It fits today’s technology. One of my mantras is making stuff “easy to buy and easy to use.” Meaning that people who are trying to engage with the organization shouldn’t get the run-around. Because microlearning is focused on a single concept, it can be created using a simplistic process, it can be easy for the company to share, and easy for employees to view.


It can complement your existing programs. I’ve already mentioned microlearning being able to provide a refresher or reminder. It can do that as a follow-up to a traditional classroom learning experience. Instead of searching for the paper participant guide, an employee can search for the microlearning session. It can provide a solution in a moment of need.


It could be a coaching tool. I think of coaching as being able to help someone reach their goals. Part of helping someone could be sharing with them resources that will improve their skills and knowledge. Managers could use microlearning as part of their employee coaching toolbox. When an employee is stuck and needs some assistance, a manager could recommend microlearning sessions.

There are so many different ways we can learn. That’s a good thing because participants can find a learning method that they connect with. I also understand it’s difficult from a corporate learning perspective because how do you justify the time and resources to create all these different learning methods. That being said, the new methods emerging right now – concepts like microlearning – have tremendous flexibility and can bring us a return on investment in more ways than one. Something that traditional classroom training might not be able to do. It doesn’t mean ditch classroom training – it means give microlearning a try.

Image courtesy of Sharlyn Lauby

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CEO Lessons: Culture, Values and Profits are Intertwined

(Editor’s Note: Today’s post is brought to you by our friends at Kronos , the global leader in delivering workforce management solutions in the cloud. Tens of thousands of organizations in more than 100 countries – including more than half of the Fortune 1000 ®  – use Kronos to control labor costs, minimize compliance risk, and improve workforce productivity. Enjoy the post!)

We talk about the value of front line employees. I was just at an event where we were discussing the importance of developing middle management. Yet, we often forget about developing the CEO.

Which admittedly seems a bit odd, because sometimes it seems we’re quick to blame the CEO for anything and everything that goes wrong. It’s their support we want for projects. It’s their vision we look to for success. But being a CEO is a tough job. So on the tenth anniversary of becoming the CEO for Kronos, I asked Aron Ain if he would share some CEO lessons with us. Luckily, he said yes.

Aron, you mentioned once that “No one teaches you how to be a CEO.” For young professionals today that aspire to run their own companies, what top two pieces of advice, or CEO lessons, would you give them?

[Aron] Some people are groomed to be CEO. Others are serial CEOs who have led multiple companies. I’m neither. I’m unique in that I’ve worked at Kronos my entire 36+ year career, held a leadership position in nearly every functional department, and eventually worked my way into the CEO role. To people like me, I say, “The sooner you start acting like a CEO, the sooner you’ll be a great CEO.”

First, you must understand that you don’t need to ask permission, you need to act. When I became CEO in 2005 (moving from COO), I looked around and hesitated to make decisions. Perhaps I was looking for permission before making a critical decision. My lightbulb moment came when I understood the decision lies with me and I needed to act and act quickly to keep the organization moving forward.

These decisions cover all areas – and in particular they are often decisions about something that is not working and doing something about it. Great leaders learn to identify problem areas and quickly act to fix the issue. That goes for programs, products, strategies, and people. Sitting on something and hoping it will work out is far worse than making the wrong decision to begin with.

Speaking of hoping, my second piece of advice is: Hope is not a strategy. It’s an old business cliché – but few act on it. Once you have a strategy, you must put resources behind it. Before approving the budget each year, I make sure the goals we agreed on as a team are properly funded. If not, I challenge other leaders and ask, “Were we not serious about this goal when we created it?” Once the strategy is set and properly resourced, a great leader must become an evangelist for the strategy. Believe in your strategy and let your excitement permeate through to customers, prospects, and employees.

Obviously, an essential ingredient in running a successful organization is delivering exceptional customer service. Kronos has tripled its worldwide customer base during your tenure as CEO. What’s the secret to creating “raving fans”?

[Aron] Without question, it starts with having great products. To build raving fans, your users must believe in the product, trust in the product, and feel it meets their needs. That’s why we invest over $100 million annually on research and development and continue to actively ask our customers how to improve and enhance our products.

You also must have great people. A product might be able to “sell itself,” but people buy from people. And in our world of enterprise software, cloud technology, and software-as-a-service, building long-term, value-added relationships with our customers is what will make us win. Nobody is perfect – and neither is every customer relationship – but if the people on your team are committed to your company and building value-added relationships, issues that arise become speedbumps instead of roadblocks.

Having great products and great people isn’t any big secret. But it’s amazing how many organizations fall short in this critical area.

The last time you and I spoke it was about innovation . One of the ways Kronos has really innovated its offering is by moving to the cloud. How did you know when it was the right time to take the product line in that direction?

[Aron] Simply stated, our customers told us. They told us via their requests and demands. They told us by choosing how they buy from us. In the early 2000s you couldn’t open up an IT magazine without reading about the cloud. Even before that we began researching how new data storage technologies could and would reshape our industry. But since workforce management involves very personal data – and ultimately leads to how people are paid – industry decision makers needed to feel secure about the cloud before we rolled out any products. That time came around 2009 and 2010.

We started with zero cloud customers back then – keep in mind that we had tens of thousands of happy Kronos customers using on-premise solutions. While we knew that cloud was the future, we had to be thoughtful about migrating existing customers, since each case is different.

Fast forward to today and the entire market is rapidly moving to the cloud – with Kronos leading the charge. Over 90 percent of our new customer product bookings are now in the Kronos Cloud, and the majority of our customer base runs in the cloud. That’s no small feat for a 38-year-old software company with more than 25,000 customers worldwide. The cloud offers so many benefits for large and small organizations alike, and our customers are voting more and more with their purchase orders that they understand the value of a workforce management solution in the cloud.

Of course, none of it matters if the organization isn’t profitable. Revenue at Kronos has doubled during your tenure – reaching more than $1.1 billion. As CEO, how do you balance corporate culture and organizational values with the bottom-line?

[Aron] That’s an easy one, because culture, values, and the bottom-line are all intertwined. We can’t have the success we’ve had without great people. We can’t keep great people without having a great culture that keeps high performers engaged and feeling appreciated. We work hard at that. Our turnover for top performers is around two percent, while those who underperform – largely because they don’t mesh with our values – turnover much higher. We’re very thoughtful about it, and purposely keep it that way.

Our executive team works very hard at making Kronos feel like home. A big part of that is investing in the manager-employee relationship, and ensuring Kronites believe in our values. Since 2010, our engagement scores have skyrocketed from 61 percent to 84 percent today – far surpassing industry benchmarks for global IT organizations. Compare that trend to our bottom-line. It took Kronos 30 years to get to $600 million in annual revenue. In the eight years since, we’ve broken the $1 billion threshold. This is not a coincidence.

Last question, what do you see in the future for Kronos?

[Aron] I’m focused on several key pillars that will drive Kronos and the workforce management industry into the future: Cloud, product innovation, global expansion, and employee engagement.

We’ll continue to invest heavily in the cloud while migrating new and existing customers into the Kronos Cloud. But it’s just one innovation driving workforce management. Consumerization of enterprise software has given rise to crisper, cleaner, and more intuitive user interfaces. Social collaboration and gamification can help drive engagement. Mobile and, eventually, wearable devices will make the workplace safer and more productive. But perhaps the most revolutionary innovation will be the use of analytics to help people make smarter decisions and drive maximum value from their workforce management investment.

These innovations aren’t only reserved for large enterprise organizations where we have world class offerings. They are for organizations of all sizes. We have a product suite specifically geared for small and midsize businesses, and the need for workforce management automation has never been greater for SMBs because of increasing compliance pressures. We’ll continue to develop products specifically for the small to medium business (SMB) market to help them improve productivity and increase employee engagement on par with Fortune 500 companies.

Internationally, we currently have customers in more than 100 countries, and we will scale, invest, and provide support in these growing regions, especially where automated workforce management solutions are a need. We recently opened a new Latin America headquarters in Mexico City; relocated our India operations to a new 93,000 square-foot space; and unveiled our new and expanded EMEA and UK headquarters in Bracknell, England.

Our biggest future challenge, however, will be to maintain our high levels of employee engagement at Kronos. Engagement and our culture are strategic weapons. Our ability to recruit and retain great people means we can create better products and deliver better services. Based on our 84 percent engagement scores, our efforts are paying off – but we must continue to work extremely hard as an organization to keep these levels high, with a focus on the importance of the manager-employee relationship. Keeping our engagement scores in the mid- to high-80s is a challenge that our executive committee and I are happy to accept, and we’re fully investing in it.

My thanks to Aron for sharing his CEO lessons with us. I’ve worked with Kronos for many years and their openness to share their success stories always impresses me. If you want to learn more about Kronos, be sure to check out their website and follow them on LinkedIn and Twitter.

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Self-Management Success: Learn How to Learn (Part 5)

Even when you work in an office full of people, self-management involves doing a lot of things independently – resolving your conflicts, figuring out the solutions to your problems and creating your most productive work. Self-management also involves thinking about your future and generating your own professional development plan.

In a traditional office environment, your boss might tell you what skills to develop. In a self-managing environment, the boss might – scratch that – they will rely upon you for the input. That’s where knowing yourself comes into play. You want to be confident in the things you do well and cite specific examples of when you’ve used definite skills.

Also, be prepared to discuss what skills you’d like to develop. It might be something that will help you do your work easier, better or faster. It could also be a skill you would like to acquire for the future.

Once you and your manager agree on that skill or quality you want to develop, think about how you want to go about learning it. We all have preferred methods of learning. Ever heard someone come back from a workshop only to say, “What a waste! I could have learned everything I needed to know by reading the book.” This is why understanding how you like to learn will be very valuable.

Audio learners like to learn by listening. This could be at a lecture or podcast.

Visual learners want to see to gain understanding. Charts, graphs, diagrams, pictures, videos are all visual learning mediums. Visual learners might also like to learn via books.

Kinesthetic learners prefer to have a hands-on learning experience. They enjoy the opportunity to practice the activity, conduct an experiment or maybe even role play.

No style of learning is better or worse. It’s understanding the best style for you that makes the difference. For instance, if you’re a visual learner then the last thing that might interest you is attending a lecture. And, if you did attend the lecture, you might not learn anything.

You might also find that you gravitate toward different learning styles depending upon the subject. An example might be learning how to create a spreadsheet pivot table (by doing it which is kinesthetic) versus learning the history of blogging via a lecture.

Being in tune not only with the subjects you want to learn but your preferred learning style creates greater opportunities for you. It allows you to allocate your resources (time, money, etc.) toward those experiences that will help you learn the most.

The second part of self-managed learning is being able to curate credible information. Emphasis here is on the credible part. First, it’s finding what you need at the moment you need it. For example, I purchased a pomelo at the farmer’s market recently. I had no idea how to peel it. So I went to YouTube and found the perfect video to help me. And, it worked! That’s the key – the video was accurate and easy to follow.

In today’s work environment, it’s important to understand that we as individuals are in control of our professional development. And what better way to drive your career than by establishing your own development plan and on your own terms. The only way we can do that is by understanding how we like to learn and the best way to learn the information.

Our last self-management competency touches all of the previous ones. Yep, it’s focused on change.

Image courtesy of Sharlyn Lauby

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Quick Shots for #HR and Business Pros – #HRTechConf Edition

As always, this year’s HR Technology Conference and Expo was a huge success. Great conversations in the expo hall, knowledgeable speakers, and a fun venue…what more can you ask for?!

I wanted to share with you a few quick shots about my trip. I have to start with my airplane reading. Sean Glaze sent me his book, “Rapid Teamwork.” The book immediately grabbed my attention because the story includes the central characters going on a whitewater rafting trip, which I love because I’ve actually done it.

The other book was “The Young Leader: Fifty Essential Lessons to Influence & Inspire a New Generation of Leaders” by Mark Daniel Cohen. While the book is focused on young professionals, I found the lessons learned applicable to everyone. Both books are an easy read and ones you might want to add to your internal book club or sharing library.

Of course, being in Las Vegas means neglecting my Fantasy Football team. SHRM recently curated some terrific articles on the advantages and disadvantages to allowing Fantasy Football around the office. I loved this read from Suzanne Lucas on managing the office football pool and this one from Challenger, Gray & Christmas on the benefits of encouraging Fantasy Football. The takeaways apply to all sports, not just football season.

Onsite, I was able to participate in something very cool called HR Gives Back. It was a virtual marathon to raise awareness for Parkinson’s and The Michael J. Fox Foundation. While the virtual marathon is over, the event introduced me to an app called Charity Miles. This app allows users to raise money for charity when they walk, run or bike. What a great way to exercise and give back at the same time. I can see organizations with virtual teams using this as a way to engage employees.

As HR pros, technology continues to play a role of ever-growing importance. We have to find ways to stay current. Our organizations can’t afford to fall behind. Events like the HR Technology Conference continue to offer participants a glimpse into the future. So mark your calendars (and your budgets) for next year’s conference October 4-7, 2016 in Chicago.

Image courtesy of Sharlyn Lauby

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Use Storytelling to Create Employee Engagement

One of the key ingredients to organizational culture is its stories. At this year’s WorkHuman conference hosted by Globoforce, one of the sessions focused on effective storytelling. The speaker mentioned four principles from Steve Denning that are essential to effective storytelling:

Be true.
Be positive.
Be succinct.
Show growth.

As I was thinking of these principles, it reminded me of the opportunities we have to engage employees with our storytelling. It could be said that the principles of engagement are based upon truth, positivity, effectiveness, efficiency, and a desire to move forward. So the two are very much aligned. There are five types of storytelling you can use to connect candidates and employees with your organization:

Stories about the history of the company. Years ago, I worked for an airline and one of the first stories employees heard was about the founder. He was the guy “who sold you the ticket, put your bags on the plane and then flew the plane.” We told the story during recruiting fairs, in orientation, etc. This storytelling not only gave you a history lesson but it told you something about the company’s founding principles.


Stories explaining how decisions are made. At some point, the same airline was looking to save some serious expenses. So instead of just cutting the budget, they went to employees and explained the situation. They created a suggestion contest that financially rewarded employees for developing ideas that either increased revenue or reduced expenses. The result positively impacted the organization in the millions.


Stories about employees delivering exceptional service. Mr. Bartender and I were recently in Tampa. When we checked-in, there was a sign at the front desk talking about mosquitos in the area and recommended to take precautions. In fact, the hotel said they would provide bug spray to guests upon request. Since we didn’t have bug spray with us, I asked about it. The front desk clerk looked around and couldn’t find any bug spray behind the front desk. Instead of telling us he couldn’t find any or the hotel was out of it, he walked over to the gift shop, grabbed a package of bug spray, told the cashier to charge it to the hotel and handed it to me. I will tell that story for years. I hope the hotel does too.


Stories about how employees interact with each other. Most of the organizations I’ve worked for have used some form of collaborative hiring, where teams were formed to strategize and recruit. One of the things I’ve learned is that candidates immediately sense if the recruiting team is truly a team. They can tell by the way the team members interact and by the stories they share about the organization.


Stories about what the world will be like in the future. I grew up in Orlando, Florida during the time that Walt Disney World was being built. There used to be a television show called “The Wonderful World of Disney” where Walt Disney himself would do the storytelling, sharing with viewers a sneak peek into the construction of Walt Disney World. I remember watching him explain EPCOT for the first time. Organizations have a powerful way to share their stories today directly with consumers using mobile, social and video.

Our organizational stories tell candidates, employees and customers who we are. They allow people to see what the company is really all about. They create a sense of company “community.” And they create engagement.

Oh and P.S. A great friend to HR Bartender, Jonathan Segal from the firm Duane Morris, and I are partnering with SHRM for a NextChat on corporate communities. Mark your calendar for November 4 at 3p Eastern. Never been on a Twitter chat? No worries. You can learn more here. It’s a lot of fun.

Image courtesy of Sharlyn Lauby

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