Rocky Longworth

In my experience, go one step further than assessing goals. It is essential to set specific research goals for the exploratory upfront. Consider conducting a gap analysis first to identify knowledge gaps you need to fill including their impact on the business, brand, or person you're studying. To Juliet's point, motivations, purchase behavior, needs, and competitive analysis can illuminate a pathway to meaningful understanding and setting the right goals for your research project. That said, the question is about prioritizing tasks. The Eisenhower Matrix is an effective management tool for creating order on two fronts, urgency and importance (https://asana.com/resources/eisenhower-matrix).

In my experience, the best performance evaluations are accompanied by a learning or growth plan. While evaluations, at least the ones I’ve received and given, feature peer input, they’re usually crafted and delivered by a supervisor who typically has a more experienced view. Collaboration and openness to feedback are crucial. As the receiver, focus on creating a growth plan during the discussion, such as: • Tasks to fill knowledge or behavioral gaps • Details for learning and improving • Others you can tap for guidance • Timelines/check-ins • Supervisor alignment Good evaluations are open invitations to growth and development. So, create a measurable growth plan with your supervisor—with tasks you can point to during follow-up discussions.

In my experience, long-term strategic thinking centers on brand health and growth. Whereas short-term goals are typically focused on promotion or retail activation. Short-term impact is typically measured in sales increases, household penetration, store or web traffic, or product and category sales. Defining goals is essential, but they should work together. Ensure short-term promotions enhance the brand as well as ring the cash register. It doesn't have to be one or the other. In communications, it is possible to build long-term brand value and drive next-day sales. Ask Jordan Zimmerman for details. As suggested in the question, striking a balance between short-term and long-term goals to drive brand growth strategically is key.

Empathy and emotional intelligence are highly desirable professional assets. Empathy allows you to identify and understand the emotions and thoughts of others so that you respond appropriately (Goroshit & Hen, 2016). Emotional intelligence (EQ) is your ability to understand and manage your emotions. EQ also makes it possible to recognize and influence the emotions of people around you (Landry, 2019). When working with multiple parties to solve a problem, in my experience, the truth typically lies somewhere in the middle. Empathy is needed to reveal the real problem and build trust. EQ keeps your emotions in check, making them less likely to get in the way. EQ and empathy show that you are genuinely working in their best interest.

Even constructive criticism delivered exceptionally evokes strong, often negative emotions. It’s not the critique that counts – it’s what you do with it that is potentially life or career-altering and inspirational to those around you (Ashely Stahl, 2016). Here are five simple tips for using constructive feedback as a springboard to resilience. Check out Ashely Stahl, she’s brilliant at this. • The critic – typically, they have good intentions, and want to help you. So, listen. Don't react. • Check egos – be open-minded and gracious, the messenger isn't attacking you. • Reveal lessons – build a pathway to improvement. • Process feedback – be honest with yourself. • Be grateful – the messenger will remember your grace under fire.

The only constant in our profession is change. That's why fostering and growing your relationship with your customers is essential. They'll help you to determine, which trends are fads, and those you need to adapt to. So, stay alert, and keep your eyes and ears open. Your customers will reveal significant trends approaching the horizon. • Talk to them via "voice of consumer" panels (VOC) - find out what's changing, and what they want, desire, and need. • Invite them to contribute to your innovation process. To Paul's point, often the small things have the most profound impact on growth. Engage with real content, and actively listen. Good customers want you to succeed, so pay attention to them when they speak.