The Agency Spark Podcast, hosted by Sara Nay, is a collection of short-form interviews from thought leaders in the marketing consultancy and agency space. Each episode focuses on a single topic with actionable insights you can apply today. Check out the new Spark Lab Consulting page here!
About this episode:
In this episode of the Agency Spark Podcast, Sara talks with Emily Heck on the key to a successful non-profit marketing campaign.
Emily Heck is a Central Indiana marketing strategy consultant and owner of Evergreen Strategic Communications.
After years of working in the nonprofit and higher education industries, Emily launched Evergreen in 2019 with the goal of helping nonprofits and small businesses who may not have the time, resources, or skillset to grow their engagement through marketing.
Emily is a graduate of Butler University and earned her Master of Business Administration from University of Indianapolis where she currently teaches undergraduate marketing courses.
This episode of the Agency Spark Podcast is brought to you by Podmatch, a platform that automatically matches ideal podcast hosts and guests for interviews. Imagine your favorite online dating app, but instead of using it for finding dates, you’re booking podcast interviews. I use Podmatch to find guests for Agency Spark and it’s made booking engaging and talented guests incredibly easy. Learn more here!
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My weekend blog post routine includes posting links to a handful of tools or great content I ran across during the week.
I don’t go into depth about the finds, but encourage you to check them out if they sound interesting. The photo in the post is a favorite for the week from an online source or one that I took out there on the road.
Doodle – A great meeting and scheduling tool. This is a great resource for managing group meetings and events both in and outside of your organization.
Zendesk – This easy to use customer service software has AI-powered automations and dynamic workspaces that are perfect for small teams.
LinkedIn Newsletters – LinkedIn introduced a new feature, newsletters. This feature has potential to help drive reach and community for your brand.
These are my weekend favs, I would love to hear about some of yours – Tweet me@ducttape
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In this episode of the Duct Tape Marketing Podcast, I interview Whitney Johnson. Whitney is CEO of the tech-enabled talent development company Disruption Advisors. She is one of the top ten business thinkers in the world as named by Thinkers50. Whitney is an expert at smart growth leadership, and she co-founded the Disruptive Innovation Fund with Harvard Business School’s late Clayton Christensen. She’s also the author of a new book — Smart Growth: How to Grow Your People to Grow Your Company.
Key Takeaway:
Growing is the goal. Helping people develop their potential and become the self they want to be and are capable of being is what leaders strive toward. And as individuals grow, so do organizations. If you want to lead and scale an organization, that transformation starts within. In this episode, I talk with Whitney Johnson about how to grow a business — the smart way — by cultivating a culture of learning and growth.
Questions I ask Whitney Johnson:
[1:26] How are you applying the S Curve of Learning to growth and leadership?
[2:48] Sometimes, there’s a point in the S Curve of Learnning where even though it takes off, it can actually nosedive. Is this something you see happening with personal development?
[4:09] I’ve owned my own business coming up on 30 years. And I feel like there’s not just one S curve of growth – what’s your view on that?
[6:50] Would you say your book is as much about personal development as it is about leadership development?
[8:14] What are some of the new habits or questions that people need to start asking themselves instead of just saying this is the new way we’re going to do things?
[9:54] What advice do you have for people trying to get through the long part where they may not be seeing any advancement?
[13:25] How can a leader or someone trying to develop personally apply the ‘collect like a child’ idea from your book?
[15:43] Do you think the leadership part in your book might be harder to install because of the varying cultural aspects inside of different organizations?
[17:19] Your book is filled with interviews – is there a story in the book that you feel has really nailed it?
[19:37] Where can people find out more about your book and your work?
John Jantsch (00:01): This episode of the duct tape marketing podcast is brought to you by the Gain Grow, Retain podcast, hosted by Jeff Brunsbach and Jay Nathan brought to you by the HubSpot podcast network Gain Grow Retain is built to inspire SAS and technology leaders who are facing day to day. Challenges of scaling Jeff and Jay share conversations about growing and scaling subscription businesses with a customer first approach, check out all the episodes. Recently, they did one on onboarding, such a key thing when you wanna get going, keep and retain those clients. So listen to gain, grow, retain wherever you get your podcast.
John Jantsch (00:50): Hello, and welcome to another episode of the duct tape marketing podcast. This is John Jantsch, my guest today's Whitney Johnson. She's a CEO of the tech enabled talent development company, Disruption Advisor, one of the top 10 business thinkers in the world as named by thinkers 50. She's an expert at smart growth leadership. She co-founded the disruptive innovation fund with Harvard business schools late Clayton Christensen. And she's the author of a book we're gonna talk about today. Smart growth, how to grow your people to grow your company. So Whitney, welcome to the show,
Whitney Johnson (01:24): John, thanks for having me.
John Jantsch (01:26): So Clayton Christensen is probably the person that, you know, people that have been doing this as long as me hold up there as like that's the first person that like said stuff that made sense to me. So, so let's start with the S-curve then. And just kind of, I I'm sure a lot of people have been exposed to it in various statistics classes or something along those lines, but let's talk about how you're applying it to, to growth and to leadership.
Whitney Johnson (01:49): Yeah, so I was exposed to it in investing with Clayton. So we all have our, our place that we learned about it and it's been around for a hundred years and we used it to help us figure out how quickly an innovation would be ado and trying to make investment, buy and decisions. And as we were applying it for investing, I had this insight that we could use the S curve, not only to think about how groups change over time, but how individuals change over time. Yeah. And every time you start something new, you start a new project, start a new job. You are at the base of that S and growth is happening, but it's gonna feel until you reach a tipping point or the near the curve, and you move into the sweet spot that steep, sleek back of the curve, right? And then you reach this place called mastery where growth starts to taper off. And my aha was is that we could use it to understand the emotional arc of growth. And when we take on something new, it allows us to say, okay, if I know where I am in my growth, I know what's next. So that's how I'm applying it.
John Jantsch (02:48): So unfortunately, you know, while a lot of people accept this idea of yes, oh, there's this point where it takes off, you know, there's a lot of times, that's the point where it actually dives nose dives too. Right. We get through the hard part and now we've kind of outgrown our abilities. D does that, do you see that happening with personal development in the same way?
Whitney Johnson (03:07): Yeah, absolutely. And one of the things that was interesting to me is as you have now, surmised, I'm very steeped in disruptive innovation. And what we saw with disruption is that even if you were going to pursue a disruptive course and your odds of success increased by six times that went from 6% to 36%. So there was still a 64% chance that it wasn't going to work. And it's going to be similar. When you decide I'm going to jump to this brand new S curve, I'm going to do something new. Are, there's a large possibility that you'll decide this curve isn't for me, or this is not going to work. And so one of the things that I recommend is at the launch point, you have this Explorer phase of deciding, do I even want to be here? Whether you decided to jump or were pushed, but then you've gotta go through this collection phase. Yeah. And that's that place where say, I do wanna be here, but can I get the resources that I need from this ecosystem in order to accelerate into the sweet spot?
John Jantsch (04:09): So I've owned my own business for, um, coming up on 30 years. And one of the things I've realized is that I'm constantly in about 47 S curves at any given time is what it feels like to me. I don't feel like there's one S curve of growth. Yeah. I feel like there's everywhere. So how do, I mean, I think it's, I think it's easy for people to sort of oversimplify this idea of, oh, here's where we are on the curve. But how do, I mean, what, what's your view of, I mean, do you feel like that's a reality or is that just me being psychotic?
Whitney Johnson (04:40): I, I think that the S curve is a fractal that you can think of your life as an S-curve. You can think of your career as an S-curve. You can think of a job as an S curve. And then within that job, you've got roles and then projects. And so you can continue to drill down. And to your question specifically, once you start to say, okay, well, where am I in my, I roll on the S curve overall, everything that's required of me, but it very much is a portfolio of curves that you are going to have a number of different curves that you're on within your work. And if most of them allow for you to be in the sweet spot, then you can say in aggregate, you're in the sweet spot. And if you think about your life, you're balancing your portfolio of S curves where you've got your career. Maybe it's a really steep curve. So in your personal life, maybe you don't want quite as steep of a curve. So you're putting together that portfolio. I have a background in investing. So I do think in portfolios to answer your question, yes, we're on multiple curves. You want to balance them. So you're not, you know, only on the launch point for all of your curves or only in mastery to, to create that balanced portfolio.
John Jantsch (05:45): I've, I've actually referred to it as seasons. I feel like, you know, businesses go through seasons. You know, they're not, they're not annual linear necessarily, but they're, I think it's kind of what you're describing. Isn't it? It's like, okay, now we're in this gathering, you know, period, you know, because then that's gonna produce, you know, fruit. I feel like that is something almost tangible.
Whitney Johnson (06:05): Oh, I love that. I love that metaphor. So, and I love talking about growth. And as you can see our, our listeners, can't see, but I've got behind me, botanical prints of strawberries and peaches because we've grow raspberries and strawberries, et cetera. But if you, if you wanted to pull that metaphor, you could argue that the launch point that's the spring and that's the time where you are planting. And then you're going to move into the summer, which is a sweet spot where you've got that bountiful, you know, everything's growing, and then you're gonna start to harvest when you get into master. And then when that decision's made to do something new, you're gonna go dormant. There's gonna, there's this period of latency where you're quiet and it's the winter. As you start to think about moving to your new curve.
John Jantsch (06:50): So, so the subtitle of the book, how to grow your people to grow your company would imply that this is a book about leadership. I will tell you that as I read it, I was like, no, this is about personal development. So that is
Whitney Johnson (07:03): That, oh, you are very astute. It's both. Yeah. Let me tell you there, there was a study that came out recently from a ego Zender that surveyed a thousand CEOs and the thousand CEOs wrongly agreed that to transform the organization, they needed to transform themselves. Sure. 80% strongly agreed. And so my whole premise, my thesis is that if you want to lead an organization and we talk a lot about how to grow your team and grow your organization in the book, but it always starts with you the fundamental unit of growth as the individual. And so I purposely wrote this book so that if you only care about personal growth, then you just read the narrative and you can get that. But if you do care about growing your team and your organization, then we've got these interludes that are very practical, very actionable on how to do that. But yes, you are, right. This starts with you as a, the individual.
John Jantsch (07:59): Yeah. Cause really, without a great deal of self-awareness, you're probably not gonna be a great leader, right?
Whitney Johnson (08:04): No.
John Jantsch (08:06): So are there some, I I'm sure this is like a lot of things, you know, people read this book, go, we've gotta do this, you know, at our company. Right. So what are some of the first kind of new habits or questions maybe that, that people need to start asking themselves as you know, instead of just saying, okay, this is the new way.
Whitney Johnson (08:26): Yeah. Yeah. Oh, I love that question because I believe in setting small, ridiculously small goals, I read atomic habits and you probably did two. I was
John Jantsch (08:37): One of my questions actually.
Whitney Johnson (08:38): Well, there you go. Yeah. So what I recommend you do is if you find yourself thinking, oh, this model makes sense to me. Yeah. And it is purposely simple. It is purposely visual because that makes it useful. What I would say to you is just get out a piece of paper and draw the S and say to yourself, where am I on this? S yeah. And then have a conversation with a person, a colleague, a person on your team and say, where do you think you are on the S now we have an assessment tool that you can use, but you ask me a simple way to start. Yeah. That's where you'd start is you draw it out, you have a conversation, and then you can plot where your team is. But that initial spark of just drawing that curve and talking about where do you think you are, that orients yourself, orients, you orient your team, and you can start to have a very robust conversation about growth and the growth upside you see in this role in your organization.
John Jantsch (09:35): So this leads me to my James clear moment, as a matter of fact. So you just talked about orienting yourself and I, and I suspect that there is a point, I, I think people probably can orient themselves in the sweet spot and they probably can orient themselves into getting started. It's that messy middle, that sometimes is really long boring slog. And one of the things that that James puts in, in atomic habits is that a lot of times people are successful. Not cuz they have better goals, but because they can tolerate boredom because that's a lot of what it, you know, we get tired of the stuff. We don't wanna do it anymore, even if it's working. So, you know, how, what, what advice do you first off, I guess I have to ask you if you agree with that assessment, but if you do, you know what, you know, what does allow people to get through that long part where you're not seeing any advancement necessarily? And so you don't really know where you are.
Whitney Johnson (10:25): Yeah. It's a great question. And what I would say is I wouldn't necessarily call that the messy middle, cuz I think when you're in the sweet spot, that's where you're exhilarated and you've got this optimized tension of it's hard, but not too hard. So you're feeling this sense of, of competence and autonomy and relatedness. I think what you're referring to is when you're at the launch point and you've made the decision, Hey, I'm gonna do this and growth is happening, but it's not yet apparent. It's like the, the Lily pads in a pond, like there's one and then there's two and there's four, but ah, there's not very many pads in the pond. And so what I recommend you do there is number one is know psychologically what's happening is that you are at the launch point. It is going to feel like a slog.
Whitney Johnson (11:12): And that helps you talk yourself through the impatience that you feel. But then to your James clear our James clear moment to make things clear is if you think about what's happening in your brain, whenever you do something new, you're running a predictive model. And so with the launch point, you're running this model and you're making lots of predictions, most of which are inaccurate. And so your dopamine is dropping a lot and that is not fun. And so what you can do is you can set those small ridiculously small goals. Like for example, I'm learning Korean right now. Am I studying well because I love KRAS, but am I studying 30 minutes a day? No, I have an app. I pull out dual lingo and maybe I do 30 seconds a day and maybe I do three minutes. Yeah. Wow. I've done it for 103 straight days. Yeah. And so what happens is when that goal is really small, you can hit it every day. You can oftentimes beat it. And when you beat goals, guess what happens, dopamine ding. And so it's that ability to have those small goals, beat those small goals at the launch point that allows you to basically gamify it and move through the slog of that place where growth is not apparent until you hit that sweet spot and things become exhilarating.
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John Jantsch (13:25): So you have a lot of you break kind of the stages down into a lot of things that you should be doing or paying attention to. Or I talked about maybe new habits and I'll just let you, um, kind of talk about how it applies is collect like a child. You know, I've always told people, I think curiosity is really, you know, my superpower. I mean, I'd love to see how things start, how they work, why they don't work, why something is outta place. And so that to me, I was like, well, yeah, I just do that instinctively, but talk a little bit about that. How elite, you know, or somebody trying to develop personally can apply that idea.
Whitney Johnson (13:59): Well, first of all, I want to flag for you. That is a superpower. Whenever someone says, Hey, I just do this instinctively that is telling me, oh yeah, that's a strength. Not everybody does that just a reminder. Yes. So just wanna wanna say that one of the thing is that a child does that around the curiosity is first of all, they, and we would go into something and say, I just want to understand what this is. I just want to figure this out. And at that point there's very little ego and your identity is not on the line. And so for example, I can remember when I was three or four years old, our family had gone to see the sound of music and I came home and we had an upright piano and I started to figure out how do I play do Rayme on the piano?
Whitney Johnson (14:48): There was no question in my mind of like, will I not be able to do it? Will I look dumb if I can't figure it out? None of that identity ego was part of the equation. And so collecting like a child is to be at the launch point and say, I like this curve. I, I want to be here. I now have to get the data that would tell me, can I get the resources that I need? And, and I'm gonna be able to gain momentum here and just to collect that data and not have it be a referendum on your identity. It's just data. Can I get the resources? Do I enjoy this? If the answer is yes, then I keep going. If the answer is no, then I stop. It's not about my ego. It's just about iterating and learning and grow, growing and developing. And so that's the collecting like a child where the ego is out of the equation.
John Jantsch (15:37): So, so it may actually be a superpower. My parents didn't always think it was
Whitney Johnson (15:41): Then it definitely is.
John Jantsch (15:43): So you, you know, the personal development part, I think, you know, people are gonna grow by reading this book. The leadership part in ways is, might be harder to install in an organization because there's so many, there's so many culture aspects that I'm, that keep coming up for me as, you know, just that collect like a child, giving people a permission to do that. Doesn't always happen at organizations. Does it?
Whitney Johnson (16:06): Yeah, no it doesn't. And I think that one of the things that is increasingly a it to me, the more experienced I get in life is that so often we'll say, well, I think this using this as a tool to think about growth is a great idea, but can you persuade my manager? Right? And the answer is, no, I can't persuade your manager. Um, but you can. And the way that you can is if you will start with you and if you will start to implement this idea with the people on your team. Yeah. And to collect those data points, because when you are persuading someone to do something new, you are effectively asking them to jump to a new S curve, which is scary. They don't want to do it. And so what you're doing is you're packing a parachute for them to make it safe for them to do that new a thing. Yeah. And you make it safe by you being a Proofpoint by being the people on your team, being a Proofpoint and something as simple as drawing an S and having a conversation. That's not very scary. Yeah. That's pretty easy to do. And so you have more control than you think you do, and start with something so simple. So ridiculously it's pretty tough to say, well, I don't wanna listen. No, it's something simple. You can start there.
John Jantsch (17:20): So you filled this book with a lot of interviews of people that you talked to that, you know, kind of are, are doing some of this. This is probably a difficult question. So I'll let you break it up. If you want, you know, is there a story in the book or is there a person that you've talked to since, you know, reading the book, even that you feel like has really kind of nailed this approach and brought this approach to their organization and it's made a difference.
Whitney Johnson (17:42): Yeah, I do actually. So, and they're not in the book. So it's a company called Chatbooks. They're in Provo, Utah, and they turn Instagram photos into, oh yeah. Or actually Lehigh, Utah, they turn Instagram photos into books and they have been around for about seven years. It's a great culture. People like to work there. And because people like to work there, they had a lot of people who were getting to the top of the Sur, they were reaching mastery. And, and so we administered our S-curve tool. And our CEO said, Whitney, this is really helpful because it's giving us a language to talk about our experience. Three examples specifically what happened? One person, the chief marketing officer said, now I understand the experience I'm having. It's not that I don't like working here. It's not that I don't like you as a boss. It's just that I'm at the top of my curve.
Whitney Johnson (18:28): I'm not growing anymore. Right. I need to do something new. And so it de personalized her jumping to a new curve at a different company. In another instance, you had the president who was presumably on a new curve, but he was bumping up against the scope of the CEO that allowed them to have a conversation said, Hey, CEO, go jump to your curve. So that I've got headroom on my curve. Again, allowed them to have a conversation. And then the third thing that happened was the CTO who had been there for several years, was taking on some new responsibilities that were putting him at the launch point. And he was kind of uncomfortable, cuz he's supposed to be the expert. Yeah. He gave him a way to say, Hey, everybody doing something new, I'm at the launch point, it's supposed to be uncomfortable and awkward and gangly. And it gave him permission. And then also could talk his team through that. And so very simple language to talk about the experience that people were having.
John Jantsch (19:25): Well, that's, that's such a great example too, because very different outcomes for all of them, but all of them, you, even if they were painful because they caused change all of them very positive.
Whitney Johnson (19:35): Right?
John Jantsch (19:36): Yeah. That's awesome. So, so wouldn't you tell people where they can find out, I know the book's available anywhere, but where they can find out more about your work as well.
Whitney Johnson (19:43): Yeah. Thank you for asking. So one easy place is to go to Whitney johnson.com and or our podcast disrupt yourself. But Whitney johnson.com is the easiest place to start.
John Jantsch (19:55): Awesome. Well, I appreciate you taking the time out to stop by the duct tape marketing podcast. And hopefully we'll run into you in person one of these days out there on the road.
Whitney Johnson (20:03): Oh thank you, John, for having me.
John Jantsch (20:05): All right. So that wraps up another episode. I wanna thank you so much for tuning in and you know, we love those reviews and comments. So just generally tell me what you think also did you know that you could offer the duct tape marketing system, our system to your clients and build a complete marketing consulting coaching business, or maybe level up an agency with some additional services. That's right. Check out the duct tape marketing consultant network. You could and find it @ ducttapemarketing.com and just scroll down a little and find that offer our system to your client's tab.
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In this episode of the Duct Tape Marketing Podcast, I interview David Novak. David is the Founder and CEO of David Novak Leadership, the parent organization to five nonprofits dedicated to developing leaders at every stage of life, from ages 5 to 65. He’s the host of the top-ranked business podcast, How Leaders Lead with David Novak. David is also the Co-author of his newest book – Take Charge of You: How Self Coaching Can Transform Your Life and Career. And lastly, he was a co-founder, chairman, and CEO of one of the world’s largest restaurant companies: Yum! Brands.
Key Takeaway:
Everyone could use a good coach to help them reach their full potential. Unfortunately, there just aren’t enough good ones to go around, and oftentimes, the ones that exist are too expensive or sought-after for most of us to even consider hiring them. But that doesn’t mean you should have to go without. In this episode, I talk with CEO and best-selling author, David Novak, about how powerful coaching can start with you. We dive into how self-coaching can help you fast-track success and transform your life.
Questions I ask David Novak:
[1:45] Are you in some ways taking on the existing coaching industry?
[4:27] The best coaches don’t tell you what to do, they ask you questions. Could you talk about how questioning is a big part of this book?
[5:25] Have you thought about this as a leadership book?
[8:42] Could you tell me a little bit about the process of identifying the joy blockers and joy builders?
[11:20] Why did you land on joy as the key metric?
[12:20] Have you seen people get better at self-coaching?
[19:04] Where can people connect with you and find out more about your work?
John Jantsch (00:00): This episode of the duct tape marketing podcast is brought to you by the Gain Grow, Retain podcast, hosted by Jeff Brunsbach and Jay Nathan brought to you by the HubSpot podcast network gain grow retain is built to inspire SAS and technology leaders who are facing day to day. Challenges of scaling Jeff and Jay share conversations about grow growing and scaling subscription businesses with a customer first approach, check out all the episodes. Recently, they did one on onboarding, such a key thing when you wanna get going, keep and retain those clients. So listen to gain, grow, retain wherever you get your podcast.
John Jantsch (00:48): Hello, and welcome to another episode of the duct tape marketing podcast. This is John Jantsch and my guest today is David Novak. He's the founder and CEO of David Novak leadership. The parent organization to five nonprofit. It's dedicated to developing leaders at every stage of life from ages five to 65. Love that David is also the host of the top ranked business podcast. How leaders lead with David Novak. He's also a New York times bestselling author, taking people with you the only way to make big things happen. And we're gonna talk about a, his newest book today. He's the co-author of take charge of you, how self-coaching can transform your life and career. And of course, you know, I'll just throw this in as a throw in. He was a co-founder the retired chairman and CEO of yum brands, one of the world's largest restaurant companies. So David, welcome to the show
David Novak (01:42): And thank you, John. It's a honor to be with you.
John Jantsch (01:45): So are you, in some ways we're gonna talk about self coaching, right? So are you in some ways and probably, maybe not intentionally, but are you in some ways taking on the existing coaching industry?
David Novak (01:56): Well, I never really thought of it that way. I think what I've really tried to do is, you know, when you look at all the research out there, there's a big problem. People aren't getting the coaching that they, they want to get at work. You know, it's well above 50% of people who are totally dissatisfied that they're not getting developed at work. Yeah. Then you compound that with what's happened with the pandemic and all the virtual working. So people are not around their coaches. So even if you're getting, even if you have a good coach, you don't get to see 'em now, you know, as we thought about writing this book, you know, I wanted to come at coaching at a different angle. There are a lot of coaching books out there, but I hadn't seen anything where people were really taught how to coach themselves. Yeah. And you know, because not everybody can afford a business coach like you or me or not. Everyone could afford a sports performance coach. Like you Goldsmith who I co-wrote the book with. But what, what we decided is that we could give people the tools and the processes we use to, to coach others and help them coach themselves to success. And the basic premises is life's too short to delegate your life and your career to someone else. You need a state and step up and take accountability for it.
John Jantsch (03:06): So, so, you know, you mentioned the pandemic and obviously a lot of people are familiar with people talking about the great resignation, but I think the great resignation is more about just kind of, I wanna rethink what I want to do with my life. Maybe. I mean, I'm wanna change careers or I wanna change this thing. So, so obviously I would say that the need for self-reflection, at least if not self-coaching is probably greater than ever.
David Novak (03:28): Yeah. You know, it's funny we started writing this just before the pandemic, but I don't think there's ever been a book that's better time, right. For what's going on out there because you know, people right now have had more of time in the last two, two or two years or more to really self reflect and to understand, you know, what makes them tick, you know? Yeah. What we give people is a pro for doing that so that you can end up in the right place. And part of that, John is really understanding what your joy blockers are and what your joy builders on how to really get at the single biggest thing that get, have the biggest impact on your life. And, you know, I think giving people tools, what I love about this book, more than anything, John is just the exercises and the processes that you have to go through to, to, to really, you know, be a self coach. You know, it's a book you can read straight through and enjoy it, but the people who are gonna get the most out of it are gonna do the exercise is in the book.
John Jantsch (04:21): Yeah. It's definitely more of a hands on tool, so to speak. But well, one of the things that, that we all know is the best question, the best coaches don't tell you what to do, that they ask you questions that, oh, questioning is a big part of this book, isn't it?
David Novak (04:35): Yeah. Yeah. I think we, we start out by talking about it, the need to have a, a self-coaching conversation, you know, a conversation with yourself, we ask people questions that cause them to reflect on where they're at. And you mentioned it earlier, John, you know, self-awareness is absolutely critical. You know, you, if you're coaching someone else, you gotta help them build self-awareness. And if you're coaching yourself, you better have a process that can get you to understand, you know, what really makes you tick. And I, I couldn't agree with you more. It's like great marketing, you know, anything that you convince yourself of is infinitely superior to, to, to having someone tell you how you're supposed to think or what you're supposed to do. I always say telling isn't selling, you know? Yeah. And so you really want people to come up and Dr with their own.
John Jantsch (05:23): So it's become very fashionable, but I think also useful to talk about coaching in leadership circles, you know, that leaders, best leaders, coach, I'm wondering if, if you've thought about this as a leadership book. So, so the leader, you know, probably needs to do some self coaching right. And then teach people to do self coaching as well.
David Novak (05:41): Yeah. Yeah. I think, you know, I think this is a leadership book. It's a way to help you become a better leader. Right. You know, all the, you know, I do my podcast, John, and, you know, and I'm sure a you and I spend some time together, I would quickly realize that you've been a great self coach throughout your career. You know, all the great leader are self coaches and, you know, whether they would necessarily call themselves that or not. Yeah. I think we've kind of got a new moniker that hopefully will, will, will catch on. Yeah. But, you know, I think that, you know, when you think about why people leave companies it's been documented and many times there's two reasons why people leave. Number one, they don't don't feel appreciated for what they do. And number two, they don't get along with their boss. Yep. They're tied to each other, you know? And so, you know, I've, I really am a big proponent of recognizing people for what they do and coaching versus being a boss. I think being a boss is a, is sort of like a 1950s term, you know, and you know, you know, coaching is really what it's all about today, but still, even though people know it's a valuable trait and great behavior for a leader to have very few people are really good coach and it's a big problem out there.
John Jantsch (06:49): Yeah. I think there's a level of vulnerability that you have to have as a good coach as well, or as a good mentor leader. That, and I think just what you said, the boss term sort of conjures up. No, I'm supposed to have the ante, you know, as, and I think that's part of
David Novak (07:04): It's it's humility. You know, the one thing that humility says is it's basically, you know, I need you, you know, it, it says I can't do it all by myself. You know, the best leaders have a, have an uncanny combination of confidence and humility. Nobody's gonna follow someone that isn't confident, right. You know, you know, you're gonna not gonna be inspired by EOR. Okay. You're gonna be inspired by somebody really believes in something that's possible and believes in other people. And they're confident enough to let them know that. And you know, at the same time, they're humble enough to let everybody know that they need 'em. And I think humility is it's that it's, you can't do it loan. You didn't get there by yourself. Right. It's acknowledging the value of other people.
John Jantsch (07:43): And now let's hear from a sponsor, running a business is a lot like, I don't know, running a pirate ship. You've got your eye on the prize and the entire crew to coordinate with customizable options. HubSpot CRM platform is carefully crafted in-house so your business can keep running in ship up shape. It's powerful suite of marketing tools work seamlessly together. So you and your teams can deliver a better experience for your customers. Consider it a treasure map with a very clear X marks, the spot with HubSpot, save, reuse, and share your best performing emails with your team for a faster and more consistent way to communicate with prospects. Use social media tools to schedule and publish updates, monitor terms and analyze performance. You can even use bot builders to create robust, automated multi-channel campaigns, learn how to grow better by connecting your people, your customers, and your business@ hubspot.com. So, uh, very early on in the book, one of the things you ask us to do is identify the, and you mentioned this earlier, but I want you, I wanna go deeper in this, the joy blockers and joy builders. So tell me a little bit about that process of, you know, what you're asking people to do there.
David Novak (08:54): Yeah. Well, I think, you know, we gotta start out with writing down and thinking and reflecting on what blocks your joy. Yeah. You know, when you know, what is it that when you do this or you spend time on it, what really takes your joy away? And then, then you write down what gives you joy. Okay. What are those things that, you know, as you spend your time, what gives you joy now, then stop and reflect on how you spend your time. Are you on the joy blocker category most of the time, or are you a joy builder? You know, I think here's where, you know, you're gonna find out, maybe you might not be matched up with what really makes you tick. You know, it's amazing, you know, John, everybody says do what you love, but they don't really think about why. Okay. Why is that so important?
David Novak (09:43): Number one, if you love something, you know, you don't work. It's like Warren buffet says, it's like, you tap dance to work, you know, but you really love it when you love something, you can't wait to learn more about it. You know that you better because you get better at what you do. And I don't know about you, but there are very few things that I love that I'm not at least halfway decent at. Okay. And so when you combine all those things, you know, you can actually end up doing something that you're gonna be quite successful at. If you can find what that land is too many times, people, you know, know are doing stuff because they're other people think they should be doing it versus doing it because this is what they truly love.
John Jantsch (10:22): You know, it's interesting, or sort of ironic about that statement though, is that, you know, a lot of times when we're just getting started with a new skill or a new task, we don't love it because it's hard, it's uncomfortable. We get good at, as you just said, by sticking with it. And then it brings us joy. And I think sometimes there's a little trap on that. Isn't there.
David Novak (10:43): Yeah. There could be, you know, that's the harder path. Yeah. I think it's a harder path when you gotta start out doing something that you really don't enjoy. You know, for example, you know, I came up in advertising, marketing. I love that at, I mean, you know, that's what, you know, that was something I always loved. So I would read everything I could about it, learn everything I could about it. But if you asked me to do, you know, a financial analysis, you don't, that would've been pretty tough sledding. Now I learned how to do financial analysis and I could do it, but it wasn't something that I necessarily loved. But if I'd had gone into finance, I don't think I, how to end up being a CEO.
John Jantsch (11:18): Yeah. Yeah. Yeah. So I'm curious, why did you land on joy as the key metric?
David Novak (11:26): Yeah. Well, I think it's funny. Joy's a real buzzword now. Have you noticed that? I don't know. I mean, we just kind of hit on it. Yeah. You know, joy, you know, it's, it leads to elation. Okay. It's it like, it gives you it's more than satisfaction. Okay. It's CLE in, in what you do, you know, it's that tap dance to, to work kind of notion you, you never have to work a day in your life. If you do something that you love, you know, know it's, you know, I think that's why we really landed on that. And it's funny now everybody saying joy. So I feel like, you know, I guess we're gonna look like a copycat, but it certainly wasn't there when we started writing a book. Yeah.
John Jantsch (12:05): Yeah. You could see some people because this is different for them to think, oh, wait a minute. I'm supposed to coach myself. Do you find that it takes pride to get better at this? So, I mean, you start asking questions and you're like, I don't know. I'll just write something down here. But I mean, have you seen people get better at self coaching?
David Novak (12:22): Yeah. Well, you know, this is something that we basically have created John. Yeah. This is a whole idea of self coaching. Right. I've seen people get good at better at coaching. Yeah. But I don't think, have really thought about self-coaching them, you know, self-coaching itself. So what we hope is that this book helps people really go through that process. And then we're not saying that if you self coach that you don't nude coaches, in fact, we talk about the importance of having assistant coaches in your life, but it's focused, you know, once you go through the self reflection of understanding what you need and what your areas of opportunity are, then you can target where you need to get people to help you and find those assistant coaches that can get you to where you wanna go. You know, for example, I did mention Warren buffet a little bit earlier when I became CEO at young brands, I was a marketing and advertising per operations had never really worked with wall street.
David Novak (13:17): So I said, you know, I looked at myself, I said, man, I better get up to speed of this or hurry. And I said, who could I learn from? And I said, well, you know, be pretty nice to go get some advice from Warren buffet. And I was able to use some contacts and get in and go see him. And I think it was 1998 and I saw him of 2016 once a year in Omaha. But, you know, he gave me great advice about how to talk to the wall street, how to be a communicator as a CEO and you know, but I did that by realizing that I needed to get that skill. And, and I not only needed to get that skill, I needed to get that skill in a hurry.
John Jantsch (13:52): Yeah. So one of the things, I think, challenges a lot of people and why a good coach is, you know, a good coach holds a mirror up and just like, here's, you know, here's your truth. Right. But I think a lot of us struggle with, I, I would see a lot of people struggling with asking themselves or self coaching a little bit because they're so mired in their own beliefs already that at what's true for them maybe is hard for them to see.
David Novak (14:19): Yeah. I think that's true. One of the things we talking about the book is to get different data point. So you can really have an accurate assessment of what you are. It's really interesting when you think about coaching self-coaching whatever. Yeah. You know, one of the keys to any businesses you well know is the first respons of leadership is to define reality.
John Jantsch (14:38): Yep.
David Novak (14:39): Okay. And then you gotta create hope. Okay. You know, and inspiration in terms of what you can be. And I think self-coaching forces you to really get a true sense of who you are a real sense of who you are. And you know, if you're really focused on that and you wanna be a good, you wanna do the self-coaching, you're gonna be open, you've gotta have a growth mindset. You gotta be open enough to really, really seek the truth. And it isn't that true. No pun intended. Isn't that true for any great leader is they're looking for truth. Yeah. Not only in their business, but it in themselves. And then they go forward. You know, one of the things I talk about in the book is the exercise I do every year, which is my three by five card exercise where I write down on one column, you know, what am I today?
David Novak (15:21): And the other column is, what do I need to be tomorrow? And I do that every January, I write it down and I put it up on the refrigerator. I look at it every day and you know, I had all of my people that I let at young brands do the same thing. And I, every quarter, when I was coaching them, I'd go back to this, this self assessment that they had of themselves in terms of where they wanted to go. But that, that, you know, ha taking the time to do that reflection is important. So many people get caught up in the windmill of work and the RATATA just on to work and doing their thing and coming home and, you know, getting up and doing the next thing, they don't take the time to reflect. And I think that's what we're seeing right now, John, with this whole great resignation is people now have had the time to reflect and that reflection is causing them to say, Hey, look, I think there could be something more in my life.
John Jantsch (16:08): Yeah. And I think
David Novak (16:08): Is what do you run to?
John Jantsch (16:11): Yeah. And I think when you talk about that idea of looking at your joy blockers, joy builders, I imagine there's a whole lot of people that have not sat down and said, I, I even looked at what, what am I doing? You know, day to day in my work or in my job that is causing me stress. And I didn't even realize it, you know, or causing me joy. I didn't even realize it.
David Novak (16:28): You know, I, when I, I never really felt like I retired because I went to something else. Okay. But when I was talking to myself and self-coaching myself on what's next for me, you know, what I realized that, that gave me joy was, was basically three things. The thing that gave me the most joy at work was teaching leadership. I taught a program called taking people with you. I did it to over 4,000 people. It was the hard, hardest thing I did, but the thing that gave me the most joy and within that framework, I helped people figure out how to take what they thought was the single biggest thing that they were working on and make it a reality in young brands. The second thing that I really realized gives me big joy is my family. And the third thing is golf. You know, I would like to really become a really good senior amateur golfer, those. So I said, I'm gonna spend the rest of my life on those three things and anything that gets in the way of those things, I'm gonna basically say no. And people have always ask me, geez. You know, do you Ms. Young brands? And I say, I didn't know, I could love something so much and miss it so little. And the reasons that I filled my life up with what really gets me joy.
John Jantsch (17:33): Yeah. You know, it's funny, I talk to a lot of business owners that are selling their businesses or retiring or needing to step into a different role because the business has grown kind of beyond their capabilities. And I think what you just described there is they get so much personally from the business that it's kinda like they feel lost. And I think a lot of people retire because they're so attached to the thing, as opposed to what you just described, the, what you got from the thing, as opposed to what it meant to you.
David Novak (17:59): Yeah. And so many people, you know, when they do retire, it leads to depression. It leads to illness. It leads to, you know, they F because they don't have anything that, that, that gets 'em inspired every day. So I think it's a constant pro of understanding where you're at and figuring out where you want to go. I remember another story I talk about in the book is when I was, I came up in marketing and, you know, I realized when I was at Pepsi, I met with the chairman of PepsiCo at the time Wayne Calloway. I, he, one time he asked me what I wanted to do. And I said, look, I'd like to be a division president of one of the Pepsi divisions. And he said, you're a really good marketing guy, David. And I said, well, I'd like to be a division president. He said, you're a really good marketing guy, David. And I knew when I walked out of there that he thought I was a really good marketing guy, but if I was gonna be a division president, I'd better get some operations experience. And so I went out and got the operations experience and then that helped me become president of KFC. And the rest is history, but it's like, you, that's getting a real understand of, you know, how other people see you, not just how you see yourself. Yeah. Yeah.
John Jantsch (19:02): That's awesome. Well, David, thank you so much for stopping by the duct tape marketing podcast. You wanted to share where people, obviously the book will be available wherever you buy books, you wanna, where people might connect with you and your work.
David Novak (19:12): Yeah. I think you can go to take charge of you.com for, and order the book. If you go to David Novac, leadership.com, you can learn about the leadership programs we have, it's nonprofit, but we're focused on, as you mentioned earlier at developing leaders at, at, at every edge age group and, you know, we're make making huge progress and you can follow me on Twitter and David Nova OGO. I try to provide a leadership inspiration every day and the share of my podcast that I do. Awesome.
John Jantsch (19:38): Well again, thanks for stopping by the duct tape marketing podcast. And hopefully we will run into you one of these days out there on the road,
David Novak (19:42): David. Okay. Thank you very much, John. I appreciate it.
John Jantsch (19:45): All right. That wraps up another episode of the duct tape marketing podcast. I wanna thank you so much for tuning in. Feel free to share this show. Feel free to give us reviews. You know, we love those things. Also, did you know that we had created training, marketing training for your team? If you've got employees, if you've got a staff member that wants to learn a marketing system, how to install that marketing system in your business, check it out. It's called the certified marketing man to your program from duct tape marketing. You can find it at duct tape, marketing.com and just scroll down a little and find that tab that says training for your team.
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The Agency Spark Podcast, hosted by Sara Nay, is a collection of short-form interviews from thought leaders in the marketing consultancy and agency space. Each episode focuses on a single topic with actionable insights you can apply today. Check out the new Spark Lab Consulting website here!
About this episode:
In this episode of the Agency Spark Podcast, Sara talks with Jeroen Corthout on how to pick and implement a CRM so you can boost your sales.
Jeroen is co-founder and CEO of Salesflare, an intelligent CRM built for SMBs selling B2B, mostly popular with agencies and SaaS companies.
Salesflare itself was founded when Jeroen and his co-founder Lieven wanted to manage the leads for their software company in an easier way. They didn’t like to keep track of them manually and built Salesflare, which pulls customer data together automatically.
It’s now the most popular CRM on Product Hunt and top rated on review platforms like G2 for its ease of use and automation features.
Key topics:
how to determine which CRM is best for you
how to get buy in from your team so they actually use the CRM
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With distributed workforces the norm, incorporating video into communications with colleagues and customers isn’t just a nicety anymore–it’s a necessity. Recording the most important of these video calls helps you preserve information that can later be reviewed and shared with colleagues, customers, and even prospects.
In this guide, I’ll show you how easy it is to record video calls and explain the reasons why you might want to hit the record button next time you’re in an online video meeting. I’ll also explain the basics of how video calls work, cover what makes video calls different from video conferences, and share tips on creating a professional video conferencing environment.
Video Call Recording Quick Links
Use this quick link road map to go straight to the information you want to read now.
Video calls can be made with a tool like Skype or Slack. But these tools have limitations, especially when it comes to the number of people you can have on any call. And starting a video call is about all you can do with them—there is no easy way to record the video calls you make.
As your video conferencing needs grow, you’ll want a more robust tool–one that easily connects many people in diverse locations. You’ll also want a tool that makes it simple to record and create a library of your past video conferences.
Any of the following services will help you do all this with ease. So you can save your other chat tools for the thing they do best—quick and informal written exchanges.
RingCentral — Best video conferencing service with VoIP business phone plans.
GoToMeeting — Best video conferencing service for small businesses.
ClickMeeting — Best video conferencing software for webinars.
Zoho Meeting — Affordable video conferencing service with basic features.
Microsoft Teams — Best video conferencing software for internal communication.
Zoom — Best video conferencing service for scalability.
Join.me — Annual contract video conferencing plans for small meetings.
Webex — Best video conferencing software for cloud collaboration.
Want to know more? Find out everything you need in my guide to the best video conferencing services. There you’ll find information about each service on the list, plus a framework to help you choose the service that best suits your needs.
Video Calls Explained
Whether you’re new to video calling or a seasoned pro, there might be things you never knew about this very convenient technology.
But there are basic concepts you should know and understand in order to make the most of your next video meeting and elevate yourself to a video call pro.
Video Call vs. Video Conference
Video call. Video conference. These two phrases get thrown around a lot in today’s business world.
You might be wondering if they’re the same thing. They are…sort of. Video calls and video conferencing both use the same technology, and practically speaking, whether you say video call or video conference doesn’t have much impact on the call itself. To most people, either phrase gets the point across that the call includes video.
But the two phrases do differ, and it’s helpful to know how. The main difference between video calls and video conferencing is how many people are on the call.
Video calls are two people in different locations speaking in real time to each other. A typical example is two remote colleagues opting for a video call to chat about a complex issue they’re working on together. Exchanging chat messages takes too long and a phone call won’t let them share the visuals that will make things clear.
Another example is a customer service representative helping a client solve a complicated product-related issue. The power of video lets the two connect and visually walk through the steps needed for quick resolution and ultimate customer satisfaction.
Video conferencing, on the other hand, involves three or more people participating in a video conversation together.
Some examples of video conferencing include company-wide meetings with dispersed workforces, weekly team meetings with multiple colleagues in different locations, and even online meetings with prospects or clients located around the world.
In terms of the technology that makes the magic happen, though, video calls and video conferences are identical. In fact, you can use the same video conferencing service to video chat with one person or video conference with many. You can even use the service to make calls that don’t include video.
The Technology Behind Video Calls
The magic that unfolds on your screen when you start a video call is thanks to a technology called Voice Over Internet Protocol (VoIP). This technology transmits both audio and video data from one remote location to another using the internet and algorithms called coders and decoders.
One person on the video call speaks and both the sound and camera image is captured and coded. That coded data then gets distributed to all recipients on the call, where it is decoded on delivery so they can see and hear the information on their own devices. Dedicated video conferencing software takes care of the coding and decoding, so everyone on the call needs to be using the same tool.
It all happens so fast it seems instantaneous, and that’s not by accident. The best video conferencing service builds echo cancellation into the software, so participants enjoy a seamless experience with no audio or video lag.
Why Recording Video Calls Is Important
There are many reasons why you might want to record a video call, and a good video conferencing service makes it easy to do. That is part of the service’s value.
Here are some of the most popular reasons you might want to record your next video call:
Reference: Focus on the conversation at hand and give the person speaking your full attention, including all-important eye contact. You can skip taking extensive notes during the video call when you record it. Afterward, you can go back and replay key parts to recall the important information you need.
Share: Keep things relatively stress-free for attendees who can’t make a video call. Record it and share the recording with them to review when they have time.
Train: Conduct training once, record it, and offer it on-demand to others. This is an excellent way to build efficiencies and a library of great reference material.
Repurpose: Take advantage of the information collected during a video call to reuse later in other projects. For example, you might be speaking to a subject matter expert and want to use a partial video clip in a marketing video later on.
As you can see, there are a lot of reasons you might want to record a video call. That’s why it’s important to know how to make that happen.
How to Record A Video Call
When it comes to recording a video call, the “how” will depend on the tool you are using for the call. Every solid video conferencing service on the market today will make recording easy to do.
For this guide, I’ll walk you through recording a video call using RingCentral.
Why RingCentral? Not only do they offer one of the best video conferencing services on the market today, but they also offer VoIP business phone services that let you eliminate the need for a traditional phone line. For most businesses, this is a great way to gain efficiency and save money, too.
Also, RingCentral offers a free subscription to their Video Pro plan that gives you unlimited meetings with up to 100 participants, temporary cloud storage for recordings, and integrations with popular tools like Google Workspace and Microsoft Teams. And it’s always free, with no credit card ever required.
Here’s how to record your video call or conference on RingCentral.
Start by downloading and opening the RingCentral desktop app on your computer or go to the RingCentral website. Whichever option you choose, the steps that follow are identical.
Click on Sign In and follow the on-screen prompts for your username or email and password.
On the left-hand menu, choose Video and then Start.
When prompted, select Join audio by computer.
When all attendees are on the call and you’re ready to begin the meeting, choose Record from the options at the bottom of the RingCentral window.
You will then see an active recording window to the left and Record will now say Pause.
You can start and pause recording as often as you’d like during the video call. Once you leave the call, recording stops. A copy of your recording is available in your RingCentral library once it is processed.
How to Review and Manage Your Video Call Recordings
As you record video calls and conferences, you’ll eventually build up a library and want to review those recordings. You may also want to download or share those recordings, too. Here’s how to do all of those things.
From the menu on the left side of the screen, choose Video then All Recordings. You’ll see a list of each recording you’ve made, along with the length of the video or its current status if still processing.
Click on the name of the recording you want to review or share and a pop-up window will appear. The options on this screen include download, delete, or share, and are all represented by icons in the upper-right corner. You can also replay your recording from here.
To download the recording, click on the download icon. Your download will automatically begin.
To delete the recording, click on the trashcan. Be careful, though, as you don’t get a second prompt before your recording is deleted. Once you click on the trashcan, your recording is gone!
To share the recording, click on the share icon. You’ll be prompted with a pop-up box where you can type in the name of the person you want to share the recording with, then click Share.
And that’s all there is to it. You can replay, download, share, and manage your RingCentral video call recording library with ease.
How to Set Up a Video Conference Space
If you’re going to regularly make video calls, you’ll want to create a space that ensures success and portrays you as the professional you are.
Video Conference Setups for Individuals
If you are a remote worker or someone that jumps on video calls regularly from your desk, all you need to make a video call happen is a solid internet connection and a device with a screen, camera, and microphone. Your laptop, desktop computer, or smartphone are usually enough.
With just these basics, you can join a video call from virtually anywhere.
Of course, just because you can join from anywhere, doesn’t mean you should. To keep things professional, be sure to consider good online meeting etiquette so that you present yourself in the best possible light on every call.
Video Conference Setups for Businesses
The stakes are a bit higher for businesses that plan to regularly host video conferences, especially when those events involve people outside the company. While a business can also get by with the basics, it doesn’t mean that approach is always a good one.
Investing in high-quality equipment ensures your video conferences are seamless. It may even be the thing that sets you apart from the competition in a good way.
The ideal business video conferencing set-up includes the following:
Stable, high-speed internet connection: A slow internet connection or one that drops repeatedly can wreak havoc on a video call. Invest in the fastest and most stable internet service available to avoid these issues.
High-resolution display screen: Invest in a good video display screen that has very high resolution to ensure the best video experience, especially if remote participants will be sharing documents during the call. The size screen display you choose should be in proportion to the size of your conference space and be placed in a location that is easy to see by everyone in the room.
Wide-angle web camera: For maximum effectiveness during a video conference, everyone sitting in the room should be seen on camera. Installing a high-quality webcam that captures the entirety of the room will accomplish this.
Multi-directional microphones: Seeing attendees is just part of the equation. Hearing them is equally important. A good quality microphone, placed in the center of the room, will help capture all audio so remote attendees can clearly hear what is being said.
A/V connection ports with multiple cables/connectors: Eliminate the confusion and frustration that occurs when someone shows up but can’t connect to the audio-visual equipment. Have the right cables on hand so both Windows and Mac computers can quickly connect to your video conferencing system.
Dedicated location: Choose a quiet location with a door that can be shut to ensure an uninterrupted experience during your video calls. Nothing is more distracting than outside noise or an unexpected interruption bringing your video presentation to a halt.
Yes, it can be an investment. But for businesses serious about video conferencing, it is an investment that reaps potentially large dividends.
Pros and Cons of Recording Video Calls
There are many benefits that make recording your video calls a solid decision, including:
Building a training library: Video conferencing is a great way to offer employee training, and recording those calls means you can share the same training with new workers without having to hold the live training session again. Record once, then share as needed.
Keeping accurate records: It is hard to dispute what was said during a video call when you have a complete recording to fall back on. Need to verify the details of key decisions made? Have a question about who was assigned to do what? Just review the recording.
Sharing after the fact: When you record your video call, you have an easy way to share the information from the call with others. Whether it is a colleague that couldn’t make the meeting or entire teams that need to know what was discussed, the information can be shared with just a few clicks.
Of course, nothing is perfect and this applies to video conferencing, too. There are a few potential downsides to recording your calls, like:
Sharing old information: Building a training library is great, but when data or procedures change, you have to have a plan in place to replace old video recordings with new ones. This requires vigilance and someone assigned to library management. This is critical so you avoid sharing outdated information.
Illegal recordings: Depending on your state’s laws, recording employees or third parties without their express permission can expose you to significant liability. To avoid this, be sure to disclose your plan to record the video call before or at the beginning of the session. People don’t have to verbally consent, though. Their continued presence in the video call is a presumption of consent.
Infringing on personal preferences: Some people simply don’t want to be captured on a recording, especially if they don’t know why the recording is taking place. It is good practice to give invitees to a video call advanced warning that the event will be recorded AND allow them to opt out without fear of penalty. This is especially true for employees who may feel uncomfortable leaving a call if that is when they first learn it will be recorded.
The pros definitely outweigh the cons when it comes to recording video calls, but it is good to know what might go wrong. That way you can develop contingency plans and strategies to deal with situations that might arise.
Final Thoughts About Recording Video Calls
The ability to conduct business from anywhere using video conferencing has changed the way we work. Entire companies are leveraging the power of this technology to run businesses with fully remote workforces.
Even those businesses with traditional bricks-and-mortar locations are embracing video conferencing technology as a way to streamline workflows, engage with clients, and attract top talent. The ability to record video calls adds value to an already valuable technology, and it’s easy to do. That’s a win for everyone.
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