Leadership

SocialPreneurs: Businesses Good at Doing Good

Author: Lake Effects Blog

Thursday, July 17, 2014

The social entrepreneurial movement centers on being a societally, environmentally and morally conscious professional.   It recognizes the need to conduct business in a manner that is reciprocal; both taking and giving from material, cultural or human resources.  What makes them unique? Their ability to make a difference and make a profit at the same time.

Regardless of the niche or industry, business is a complex ecosystem and more trending for-profit entities and business leaders are slowing down to take a closer more critical look at the impact of their business processes.  Whether that means evaluating off shore manufacturing and work conditions in third-world countries, improving methods to reduce negative consequences on the natural environment or cultivating ecologically sustainable practices, more businesses are adopting socialpreneurial policies.

Advantages of the SocialPreneurial Trend

From a fiscal perspective, there are many advantages for SME’s and corporations to explore more environmentally friendly options.   The Small Business Administration offers a number of tax incentives to encourage energy conservation, and offers tax credits for energy efficiency.

Naturally, corporations who develop a trust or foundation to organize and fund charitable programs for religious, educational, scientific, literary education or for the protection and service to children, war veterans or for animal welfare and advocacy qualify for charitable tax credits.   The provision makes it not only morally rewarding to contribute to or spearhead worthwhile programs, but financially advantageous as well.

From a public relations perspective, socialpreneurial businesses enjoy a favorable boost in terms of public perception by demonstrating a commitment to immediate community needs.  By exhibiting an interest in macro level global economic and environmental concern, businesses can position themselves as thought leaders for qualitative and socially responsible production and distribution practices.

Corporations Doing Good Locally

Walgreens developed an innovative “Life Is Local” program that assigned community leaders in major cities across the United States.  The purpose of the designated ‘Community Leaders’ is to identify key opportunities for Walgreens Corporate to participate in local charitable events that create an impact in their own immediate community.  The criteria for funding in this program supports Walgreens commitment to access, outreach and education in health and wellness.

Allstate Insurance created the Allstate Foundation that funds (among other community grants offered) a Teen Safe Driving program and a partnership with the National Network to End Domestic Violence (NNEDV).  Both programs support the organizational core value to protect the safety of their local community.

Are you inspired by the socialpreneurial efforts made by your organization? Leave a comment and share with us.

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Five Things Managers Should Never Do On Social Media

Author: Barbara Siegel

Thursday, June 05, 2014

Many professionals have learned that the Internet has a long memory.  If you have heard that term before, it implies that what is said on blogs, comments or social networks is indexed (cached) by search engines such as Google and Bing.   Comments, responses and seemingly innocuous statements can return to haunt even the most professional digital user.

Most organizations embrace the value of sharing on social networks when it comes to events, activities and positive reflections or industry insights.  Following or engaging with colleagues on social networks such as LinkedIn is not only common, but necessary for business professionals to make valuable business to business connections.   And sometimes for business leaders, that also means connecting with members of your internal team or employees and subordinates.

 

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The Advent of the Mobile Employee: Opportunities and Challenges

Author: Kathy Leck

Tuesday, May 27, 2014

Less than twenty years ago, if you told a Manager that they may be supervising or collaborating with teams in office and at home, in a different city or even in different time zones, the idea would have seemed improbable.  Business in the classic sense preferred face-to-face collaboration and the practice of managing a non-mobile workforce daily, in the presence of an onsite manager.

Enter the era of mobile technology and the ability for workers to telecommute.  This rapid technological transition occurred in the last decade and coincided with a significant change to the global economy.  At first glance, organizations would not fathom the concept of the remote worker but as fiscal constraints were applied, it began to make sense to optimize work space and economize by allowing some workers to telecommute from home.   At inception it is a win/win scenario for both employers as well as employees, who consider the ability to work from home (even part time) to be a lucrative benefit or perk.

 

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