The last case study activity gives an excellent overview of the entire process for studying for the exam.
I've been studying for the Certified Proffessional Services Marketer exam ever since I joined SMPS in 2004. I wanted to grow the agency in the building industry and on the advice of Pete Strange, the president of Messer Construction, I joined SMPS. He said it was the best way to get into marketing into the AEC space.
I joined and was accepted quickly into the group by a great bunch of marketers for local architectural, construction and engineering companies. Served on the board under Alison Tepe Guy and Jason Ulmenstine for a few terms. It was going well, and I was learning a lot until the market crashed in 2008. Nearly 50 percent of the professionals in the industry were out of a job.
I put studying for the exam on the back burner in lew of passing the U.S. Green Building Council Leadership in Energy and Environmental Design Accredited Professional exam and getting my office awarded LEED Platinum in 2011.
This type of marketing is much more closely aligned with the type of industrial marketing Lohre & Associates has been doing my entire 40-year career; large, expensive mining, chemical, electrical and mechanical machinery. Selling the design and construction of a building is very similar.
After several failed attempts to properly study for the exam, this year the local chapter, led by Melissa Lutz of Champlin Architecture, developed a study group and incentives to pass the exam by the end of the year. It's crunch time and I'm working hard to re-read and absorb all the materials to pass the exam. The building industry has finally recovered and there are excellent opportunities to do more work in this industry.
The exam is broken up into six different domains: Marketing Research, Marketing Planning, Client & Business Development, Proposals, Promotional Activity, and Management. It was after the last page of the last book that the whole field came into focus for me. I'm going to use that case study as a jumping off point to write about the entire Markendium as SMPS calls it and hopefully hard wire the knowledge in my brain to pass the exam.
The epiphany came when I realized that all of industrial marketing comes down to people. Marketers are the ones that research other people, plan to reach other people, learn to engage with other people, make proposals for people, plan activities and manage people.
Everything about industrial marketing revolves around this simple case study that follows the path of a successful young college graduate that gets recognized and becomes a leader. That's what I want to do. Just goes to show you are never too old, 64, to learn something.
From the Markendium:
"This Case Study Activity allows you to reflect on and apply the key concepts that you learned in this Domain to a real-world scenario.
Each Domain includes a scenario about the same organization, Gilmore & Associates. The scenario is presented to you, followed by several questions. You can also elect to view the recommended solutions/ responses for each question posed, which are located on the next page. This case study can be used in many ways:
You can individually reflect on the questions after reading the scenario, and write your own notes/responses to each question. You can then check your ability to apply the key concepts against the recommended solutions/responses.
You can pull together a small group and use this scenario to drive a discussion around the challenge and to discuss solutions as a group.
You can combine a selection of the case study activities (across the Domains) into a larger scenario-based activity as a part of a professional development event."
I like the Markendium because it makes you think about the process of marketing. There is no right or wrong answer in many cases. Only different ways to approach the problem. The following is from the study guide.
"THE CPSM EDUCATIONAL PROCESS On the CPSM examination, there is only one answer that is most correct for each test question. The CPSM candidate must identify the answer generally accepted as a best practice or expose the commonly held misconception.
How Is a Best Practice Defined? A best practice is a process, technique, or use of resources with a proven record of success that becomes a standard or benchmark to which similar practices are compared. In the context of the CPSM program, the designation best practice will be applied when:
the best practice is ethical
the practice is found in current research-based literature or scholarly writing
the practice is adapted from current business literature and is tried and true in the professional services marketing field
the practice is recognized by SMPS in its own literature and publications
How Does a Candidate Recognize a Commonly Held Misconception? A commonly held misconception is an incorrect belief or opinion that results from a lack of understanding or knowledge is shared by many people. The problem inherent in this definition is, “We don’t know what we don’t know.” How do you discern if your practices of and beliefs about professional services marketing are generally accepted as best practices or commonly held misconceptions? It is often difficult to recognize when the literature is suggesting something different than what we believe or do because our brains filter the information we take in to notice the things that affirm we are right rather than to process the things that are contrary to what we believe. Learning occurs when we recognize there is a gap in knowledge or performance.
We learn when we attempt to solve problems. We also learn when we bump up against information that is obviously contrary to our belief, particularly when our own performance is under scrutiny. We learn when we discover that respected peers think differently than we do. Mostly, we learn through self-reflection, as we analyze and synthesize information and experiences to solve a problem. This study guide integrates those key elements for professional services marketer learning: self-reflection, bumping up against gaps in knowledge or performance, and understanding how other professional services marketers think. Your job as you prepare for the CPSM exam is NOT to defend that your way is the right or best way but rather to recognize that there are always alternative ways to address a challenge and to choose the more correct option given most of the time in a group of your educated, well-read peers."
We're a big fan of TREW, here's their latest blog post by Sarah Seward, enjoy!
Before joining the TREW Crew, I spent three years working in-house as the one and only member of the marketing department. When you’re responsible for all the marketing tasks for a company, it can be overwhelming and daunting at times, so here are seven tips to make your job easier.
1. Develop an easy-to-follow marketing strategy
As the lone marketer in your company, organization is key to your success. Develop a comprehensive and easy-to-follow marketing strategy. Start by coming up with SMART goals for the year.
Do your research on marketing trends in your industry so you can decide if you want to focus your efforts on blogging, social media, email marketing, website development, trade shows, advertising, etc. As a one-person marketing team, you will need to prioritize what marketing route you take because you won’t be able to do everything on your own.
Sit down and develop a marketing strategy that details your marketing tasks for each quarter, month and week. For example, you can set a goal to create a blog post each week, a case study every month, and a new whitepaper or video every quarter. Figure out what cadence works best for you and your company when developing these tasks.
2. Create a content and social media calendar
With your content plan all mapped out for the year, create a content calendar to keep yourself organized and on–track. You can easily create this in Microsoft Excel. You can make your content calendar as detailed or simple as you want. Categories to include in your content calendar are:
Sales funnel position
Here's an example of a content calendar
With all the content you are producing, you should share all your content marketing efforts on social media. To help yourself stay organized, you can also create a social media post calendar where you can detail what posts you will share and when.
As a solo marketing department, these calendars will help lay the foundation for success and keep you organized all year.
3. Automate as much as you can
Being the only person in marketing for your organization means that you must get everything done yourself. Marketing automation is your best friend.
In this day and age, you can schedule emails, blog posts and social media posts ahead of time. This makes completing these smaller tasks quick and easy, and you won't have to worry about pausing your day to post on LinkedIn.
For social media scheduling, you have lots of good options such as Hootsuite or Buffer. HubSpot offers social media management and scheduling for those with the Basic membership and up.
Most email marketing softwares allow you to schedule your marketing emails. You can also upgrade your subscription to send automatic emails to users who complete a form on your website. This again saves you time because you don't have to personally reach out to every person who comes to your website.
You can also save time by scheduling out your blog posts in your content mangagement system. HubSpot and WordPress both give users the ability to choose when a blog post is scheduled.
4. Ask for help producing content
Your marketing department shouldn't be the only ones creating blogs. Your company is filled with people who are experts on your services and products. Reach out to these technical experts to have them write a blog post. You can have them do a simple Q&A blog post if you get resistance. For those with competitive co-workers, make it a contest by handing out prizes for those whose blog posts do the best based on website data.
You also shouldn't feel like every blog post should align with a service. Show off your company's culture by writing blog posts on after-work events, new employees, or different hobbies your co-workers have. This will show you as an authentic company that people want to do business with.
5. Attend marketing conferences to help
When you're all alone in your own department, you miss collaborating with other marketing professionals. I started attending local marketing conferences to learn from sessions how to do my job better.
I ended up finding that the best advice and tidbits came from networking during lunch or in between sessions. Questions like 'which marketing software do you use' or 'how did you get buy-in from management on a website redesign' helped inform me and lead my marketing strategy.
I would highly suggest you get out of the office for a day or two to attend a conference full of marketers struggling with the same things you are. Look for local marketing events and think about joining a marketing orgzanization, like AMA, that has local chapters. If you can get approval, go to Content Marketing Worldor INBOUND. These opportunities will help you go back to the office inspired and with new ideas.
6. Read marketing blogs and books
As much as marketing conferences helped me, so did marketing blogs and books. I started subscribing to marketing blogs because I needed to figure out our marketing strategy and stay on top of trends. Content from Yoast, Moz, HubSpot, CCO, and others helped me bring leads into our website using content marketing and SEO best practices.
Here's my copy of Smart Marketing for Engineers with pages falling out of it because I've read it so much.
7. Bring in expert help
As the lone marketer for a company, I used to feel intimidated and a little threatened by marketing firms asking me if I needed any help. Now, I wish I would have reached out for help on marketing strategy or a website redesign instead of feeling like I had to do everything on my own.
You should also think about hiring a freelance technical writer or an on-call website developer to help you from time to time. Building a successful marketing department takes collaboration and support from other marketing professionals.
Are you interested in learning more about developing a technical marketing strategy? Download our eBook to start building your 2018 marketing strategy.
Good Technical Articles are Often More Valuable than Ads
We hear a lot about content marketing and social media (and we believe in it), but in the industrial marketing and industrial public relations world we have always been about content marketing.
We cover the entire spectrum, from print ads to web development to social media - our public relations campaigns utilize all of the working parts to get very the best results.
The fact is that ads and PR have to work together. You have to pay for your free press. We typically have two or three key publications in each market that we schedule advertising in as well as supply them with technical articles. We then repurpose those articles into emails, webinars and videos. Rinse and repeat.
We cast a wider net for our PR placements but at least purchase listings in their Buyers' Guides and Directories. That also provides high-value web site links to our clients' home pages.
Some of our clients like print and some like online only but all pay a lot of attention to their industrial advertising & PR plan.
"We retain Chuck on a monthly basis, under a fixed fee, to generate PR and keep Gilman in the news. The value of the PR we receive, is typically two to three times the investment we make in space advertising."
-Tom Klahorst Vice President, Sales, SKF Precision Technologies, a unit of SKF USA Inc., Grafton, Wisc. (Formerly Russell T. Gilman, Inc.)
"It is a pleasure to offer this recommendation for Lohre and Associates, a marketing consultant and media producer in southwestern Ohio. seepex, Inc. has used their services several times and has always been satisfied with the results.
They were used to adapt and place case history articles in trade publications and produce several high-quality graphic designs for use in a number of media, including print, web sites and electronic promotions.
Their experience with our industrial marketing publications, the technical language of the industry and personal relationships with the editors and publishers assisted us in receiving excellent placements and results. We are sure that you will be satisfied with the results that they produce.
“Skills” need to be taught, but the process of teaching and learning (and relearning) is just as important as the ideas and techniques
The work I do is not easy but nor am I irreplaceable. I think any number of other people could do it, provided he or she has a few “skills,” personal talents and inclinations. First, be able to read with understanding and write with clarity. You must be patient, because you’ll frequently have to reread and rewrite in order to know your conclusion is accurate and satisfactory. It’s necessary also to study an array of subjects, reviewing things learned already, investigating fields of established knowledge, and taking up areas of emerging information.
These are basic skills, of course, and while they can be learned we all realize that the general proficiency of reading and writing has been diminished over the past several decades. The current standard seems to be that if one can jot down or tap out the general sounds one would make by speaking the same ideas, that it is sufficient for communication. Experience proves otherwise.
“Skills”, in other words, need to be taught, and they do not become “skills” again in another person until they are learned. And, the one who learns the skills has to commit to maintaining and enhancing those skills. It is the work of a lifetime.
I am pondering all this because the notion of an apparent “skills gap” is now an article of faith among business and industrial experts, educational professionals, and of course manufacturing executives and leaders. Every week brings me news of programs being established to improve the manufacturing skills training programs and resources available in different industrial sectors, and in different regions.
The concern is particularly over the availability of job candidates with “tech skills” — an unfortunately general phrase that covers interpreting and developing software; CNC machine programming operation, and repair; electrical and mechanical assembly; mechatronics; quality assurance and safety program administration; and all this without exploring the particular skills needed within vertical manufacturing market, for example material science and metallurgy, thermal and mechanical engineering, and so forth.
It’s not hard to conclude that the astonishing influence of high technology and Big Data has exposed the inadequacies of the people working in manufacturing. Recently I learned that 55% of manufacturers surveyed by Accenture reported a “skills gap” between workers and the machinery they are required to use, a 17% increase in that number over the past three years.
But I suspect this anxiety is linked to a broader and deeper sense of inadequacy that is not so obviously linked to technology. The proliferation of online training and degree programs aimed at individuals is a response to this: people feel overwhelmed by the complexities of the world around them, and they’re convinced that more credentials or some elusive wisdom will resolve their doubts.
The plague of uncertainty and self-doubt is evident in subtler ways too, for example in the various subscription services that will deliver all the ingredients and guide you to preparing a trendy gourmet meal or throwing together a striking wardrobe. The Internet and television are full of “hacks” that will show you how clever you could seem to be if you just make the right decisions or adjustments.
The world is complex and confusing, and technology has been our lifeline to solving all the problems we identify. Technology is meant to supply the proficiency, convenience, and certainty we sense is missing. Is it really so surprising that technology is exposing our inefficiencies, our inadequacy, or failure to compete?
People who identify a “skills gap” are onto something. But they do not seem to be addressing other gaps that are being exposed as we proceed into the technology-driven, networked future. I find it revealing that most of the problems identified by the skills gap have a financial or commercial corollary: the business cannot compete without better talent to operate better systems; the individual cannot improve without better qualifications.
What seems missing is the appreciation for skills that are developed over time, by trial and error, and by exposure to the work and skills of others. The value of this type of skills training is hard to quantify – which may be the reason it has been priced out of many organizations. But it is hard to appreciate manufacturers’ concerns about a skills gap without also wondering how so many organizations came to this moment, and now are unprepared for the consequences.
New manufacturing marketing technology will increase the capabilities of precast concrete to meet the critical needs of infrastructure rebuilding in the United States.
Missouri schools partner to complete construction and materials lab to assisit in the rehabilitation of urban mass-transportation centers, including highways, bridges, tunnels, rail, airports, port and water navigation channels, and utility infrastructure.
Innovations will offer faster, longer-lasting, more cost-effective, and greener solutions to building and infrastructure challenges.
Missouri University of Science and Technology is partnering with the University of Missouri system to fully support a key research initiative at Missouri S&T, the Advanced Construction and Materials Laboratory (ACML). The laboratory is expected to position Missouri S&T as a national leader in the development of innovative materials and approaches to address public infrastructure challenges.
The ACML was Missouri S&T’s top-priority capital project for matching funds from the state of Missouri through the state’s 50-50 program. Under that program, the Missouri legislature would appropriate equivalent funds to match private donations for capital projects on UM System campuses that would benefit Missouri and Missourians. No 50-50 projects received state support this year. But Missouri S&T and UM System leaders decided that the ACML project was too important to delay, so they chose to designate university funds to complete it.
“This project is very important to the needs of our state, our nation and our world for us to let it languish,” says Dr. Christopher G. Maples, interim chancellor of Missouri S&T. “It is time to take matters into our own hands to make the Advanced Construction and Materials Laboratory a reality.”
A strategic investment
Missouri S&T has raised more than $3 million in private donations toward the $6.5 million project, including a $3 million gift from the estate of James A. Heidman, a 1965 civil engineering graduate of the university, and a $100,000 gift from the Sunderland Foundation, the charitable arm of Ash Grove Cement Co. UM System President Mun Y. Choi has agreed to commit half of the remaining funds from the system while Missouri S&T will continue fundraising efforts to cover the remaining project costs.
The ACML was identified as a strategic investment by the UM System during Choi’s budget address on Friday, June 2. Strategic investments are designed to strengthen programs of excellence for the UM System and its campuses.
“I’m very grateful to President Choi for his commitment to this important initiative, and to our donors for their support of our vision to make Missouri S&T a global leader in developing new and innovative approaches to address pressing issues with our nation’s infrastructure,” says Maples.
Dr. Robert J. Marley, provost and executive vice chancellor for academic affairs, was instrumental in securing support for the project, Maples adds. “Provost Marley’s work, in particular, will help our incoming vice provost and dean for the College of Engineering and Computing, Dr. Richard W. Wlezien, build on our strengths in infrastructure research to further promote research, scholarship and teaching.”
About the ACML
The ACML will expand the High-bay Structures Laboratory in Butler-Carlton Civil Engineering Hall to provide 16,000 square feet of research space for developing and testing new construction materials and methods. These innovations will offer faster, longer-lasting, more cost-effective and greener solutions to building and infrastructure challenges.
“The addition of this premier facility will position Missouri S&T as a global leader in infrastructure research and will help us realize our long-term vision of making civil infrastructure safer, more durable and longer lasting,” says Dr. Joel Burken, Curators’ Distinguished Professor and chair of civil, architectural and environmental engineering at Missouri S&T. As an expansion of the High-bay Structures Laboratory, the ACML will combine S&T’s infrastructure testing and analysis – a specialty of the high-bay lab – with the development of new materials in the ACML. The result will be greater collaboration among researchers who specialize in developing materials and those who specialize in testing them.
Once completed, the ACML will consolidate more than 35 pieces of testing equipment currently scattered in buildings across campus and at the Hy Point Industrial Park east of Rolla.
The ACML also will support Missouri S&T’s Advanced Materials for Sustainable Infrastructure signature area. This signature area focuses on the rehabilitation of urban mass-transportation centers, including highways, bridges, tunnels, rail, airports, port and water navigation channels, and utility infrastructure. It encompasses four S&T research centers and six academic departments.
“Infrastructure is the foundation that connects the nation’s businesses, communities and people, driving our economy and improving our quality of life,” says Dr. Kamal H. Khayat, lab director and the Vernon and Maralee Jones Professor of Civil Engineering at Missouri S&T. “Missouri S&T has existing strengths in this area and with further emphasis, we can become a best-in-class leader.”
The university plans to present the project to the UM System Board of Curators for approval at the board’s September meeting. The project is expected to take two years to complete.
The Trump administration asked federal agencies and departments to remove regulations that could be an obstacle to apprenticeship programs as part of a White House effort to improve workforce development.
The review was proposed in a memo by Labor Secretary Alexander Acosta presented to the first full meeting of President Donald Trump’s Cabinet on June 12.
His memo also asks federal agencies to recommend new executive actions to promote industrial apprentice programs. The Labor Department memo doesn’t include any examples of regulations that impede apprenticeship programs.
The White House is seeking to focus attention on Trump’s economic agenda amid scrutiny over a federal investigation into possible coordination between his presidential campaign and Russia. Trump has denied any collusion with Russia, but the public testimony last week of fired FBI director James Comey, who was overseeing the investigation, has dominated news coverage.
Economists and politicians in both parties recently have focused on promoting apprenticeships and vocational education amid concerns about raising the skills and incomes of workers without a college education. It was a pet cause of Barack Obama, with the former president announcing $175 million in apprenticeship grants to benefit 34,000 Americans last summer. Last month, the former president announced he was donating $2 million to summer job and apprenticeship programs in his hometown of Chicago.
The Trump White House is hoping that a focus on apprenticeship programs could capture the national attention -- particularly since the president became a reality television star hosting “The Apprentice.” His daughter, Ivanka, who regularly appeared alongside her father on the show, has publicly promoted the efforts to help employers find trained workers to fill the estimated 6 million vacant jobs in the U.S.
“We’re constantly hearing from CEOs that they have job openings but they don’t have workers with the skill set they need to fill those jobs,” Ivanka Trump said on June 12 during an appearance on Fox News.
The president will travel on June 13 to Wisconsin to visit a technical school as part of the push to highlight vocational training.
Gravel Batteries - As green energy proponents address its intermittent nature, good old-fashioned gravel may provide a solution.
Renewable energy is becoming more and more popular these days. We recently jumped on the band wagon and had solar panels installed on our home in Anthem, Ariz. On average, we have 299 sunny days per year, so it is a pretty darn good investment.
The down side to energy from solar panels and wind turbines is their on-off nature. When the wind stops blowing or the sun stops shining, the energy production stops. That is not a problem for us, because we are still connected to the grid and can get power even when the sun doesn’t shine. But believe me — they know how to charge rate payers who have solar!
In order to make solar and wind commercially viable, there needs to be some method to store excess energy production for use when there is no sunshine, no wind, or during peak demand. Electricity cannot be stored easily, but construction of a new battery gigafactory in the United States, as well as other high-tech methods on the horizon, may be part of the solution.
While we wait for new technology to catch on, there are some pretty good solutions already in place. Some environmen-tally friendly methods use — you guessed it — gravel. In terms of supply chain, handling, and construction, few materials are as cost effective, easy to obtain, and simple to use as gravel.
The most common method to store energy is pumped hydro storage. During excess solar or wind production periods, water is pumped uphill into a reservoir. During low or non-production periods, the water flows down through a generator to a lower reservoir. Very simple; very easy. However, hydro storage takes up a lot of space. An idea is being batted around where the water and reservoirs would be replaced by huge buckets filled with gravel. Excess energy produced will be used to haul the rock uphill in a ski-lift kind of contraption. When energy is needed, gravity will carry the rock downhill, producing electricity on its downhill trip.
There are a few somewhat more sophisticated ideas in the works, where excess energy is converted to thermal energy and then stored in giant gravel “batteries,” thus evening out the intermittent nature of wind turbines and solar panels.
One example is in Steinfurt, Germany. Rather than build an expensive tank, the battery is constructed underground in a covered pit. The storage material is a mixture of gravel and water. The side walls, top, and bottom are heat-insulated. The pit has a double-sided polypropylene liner with a vacuum control to identify leaks, and the liner is protected from the gravel by a layer of fleece.
When excess energy is available, heated water (195 degrees F) ‘charges’ the battery, either by direct water exchange (right side of the illustration) or via plastic pipes (left side of illustration). The hot water is stored until it is needed, at which time the water flow is reversed.
The use of rocks for thermal storage is attractive because rocks are not toxic, non-flammable, and inexpensive. The main problem I see with gravel batteries is convincing my wife to allow me to tear up our entire backyard landscaping and fish pond so I can replace it with a big hole filled with gravel and pipes. Is that really too much to ask? AM
Read the original article here in AGGREGATES MANAGER April 2017, thanks Bill for contributing to our Mining Equipment Marketing blog. Have a great weekend.
(This week's post comes from the world of Burning Man, I went last year and learned a lot about how a community uses and polices social media. Just ran across this video of the Astec Dancers by fellow Earth Guardian Camp volunteer Martin Cline and on further research ran across their social media policies. I wanted to copy them here as an excellent set of guildlines for any company wanting to define their social media use for both their benefits and rules to prevent inproper use. Enjoy.)
These pages contain the Burning Man Project's policies, protocols and guidelines for the online activities of our staff and close volunteers, including the usage of official Burning Man email addresses, email lists, and social networking services in general.
As a staff member or volunteer for the Burning Man organization, you are expected to read and understand these policies. Any questions or concerns about them should be directed to your manager, or to the Burning Man Communications Department.
1 Social Media Guidelines For Burning Man Staff 2 Acceptable Use of Burning Man Regional Email Lists 3 Acceptable Use of Burning Man Aliases and Email Addresses 4 Best Practices in the Use of Burning Man Email Lists 5 Acceptable Use of Burning Man Email Lists
Social Media Guidelines For Burning Man Staff Last Update: December 2014
Burning Man recognizes that many of our staff members and close volunteers participate in social media services for their own personal use -- and often, to talk about Burning Man and their experiences within this culture. We feel this contributes to a richer voice about our culture, sharing an important story that we very much want to see accessible in the world.
And so to help you, our culture's leaders, to engage in with social networks and online communication without inadvertently causing any undue harm to the Burning Man Project or your fellow Burners, we've crafted a set of basic guidelines for for social media, including:
· Scope of Social Media · Personal vs. Professional · Who Are You Speaking For? · Who Are You Speaking To? · Basic Personal Conduct · Employees: Using Social Media at Work · What To Say? What Not to Say?
Scope of Social Media Social media includes websites and services that facilitate interaction and conversation between people online. This includes social networking sites (Facebook, Tribe, LinkedIn, etc.), content on media sharing sites (Flickr, YouTube, etc.), blogs, microblogs (Twitter, etc.), web comment sections, forums, wikis, and social areas of a website.
Personal vs. Professional You're generally encouraged to be mindful of and responsible for how what you say will reflect not only on you as an individual, but Burning Man as an organization and a culture. Because of the hazy line between the professional and the personal when it comes to being a part of this organization, even "unofficial representatives" online can reflect on us all and hamper our ability to fulfill our mission.
If you use a pseudonym, you should assume that some people know who you really are. Be transparent about your connection to the organization where appropriate.
Who Are You Speaking For? If you're saying something from your own perspective or stating your personal opinion rather than speaking officially for Burning Man, it's never a bad idea to specifically state that. Typically, you should not consider yourself a "spokesperson" for Burning Man, and sometimes (such as moments of crisis)? Definitely leave it to the spokespeople.
Who Are You Speaking To? It's best to assume Burning Man's worst critics, biggest fans, your supervisor, your coworkers, and your mother all likely have the ability to access what you write online, even if you're not directly "connected". Never underestimate the velocity with which information jumps across networks.
Basic Personal Conduct Your actions online should reflect Burning Man's values as presented in the Ten Principles, our Mission Statement, and all written policies for email list and alias usage. Walk the talk with how you behave, as well as what you say.
Employees: Using Social Media at Work It's between you and your manager to determine when / how much use of social media is appropriate during work hours, and/or when you should engage with social media in pursuit of your responsibilities.
What To Say? What Not to Say? We trust you to exercise common sense and good judgment in your communications. If ever you're not sure about something, check with your manager or Communications. Here are some thoughts:
- Don't Know? Don't Answer. If somebody's asking a question, and you're not sure of the answer, there's nothing wrong with saying, "I don't know," -- but there's a lot wrong with perpetuating speculation or rumormongering. Refer questions to somebody who knows the answer if you don't.
- Confidential Information. Never disseminate proprietary or confidential Burning Man information (things like unannounced policy changes, legal issues, and ongoing litigation). If you're not sure it's confidential, err on the side of caution, and check with your manager or Communications.
- Know Your Facts. While you might *think* you know something, there could be something in play you're not aware of, or a recent internal change. Ask around if you're not absolutely sure.
- Tell the Story. Feel free to provide unique, individual perspectives on non-confidential activities or anything that's publicly observable or not proprietary to your role. Telling stories is how Burning Man's values are shared in the world.
- Personal Privacy. It's common courtesy, before mentioning co-workers or other individuals involved with the Project, to check in with them to assure they're okay with being mentioned by name in association with Burning Man.
- Don't Feed the Trolls. Avoid engaging trolls (people who bait you with inflammatory statements to get a reaction), or participating in a flame war. Even if you "win" you lose. Burning Man is a widely misunderstood discussion topic, and negative PR and misstatements abound, but sometimes the best response is just to let them die out on their own.
- Don't Be *&$%# Offensive. If you use offensive or inflammatory language, you'll be perceived as offensive or inflammatory, and the rest of Burning Man will be too.
Once posted, social web content can stay in play and affect perceptions for a very long time. Think before you hit "Send". Any questions, concerns or ideas can be addressed to Burning Man's Communications Team.
Acceptable Use of Burning Man Regional Email Lists
The purpose of this policy is to provide guidelines about acceptable use of Regional Burningman.org email distribution lists for sending and receiving email messages and attachments, or any Technology Department resources thereof. The policy describes the standards that users are expected to observe when using Burning Man Regional Announcement and Discussion lists for email, and ensures that users are aware of the consequences attached to inappropriate use of these resources.
Further, this policy serves to advise the users of those guidelines to provide a framework wherein users of these lists can apply self-regulation to their use of these resources.
1. Email groups are established for Burning Man Regional Contacts to utilize to organize local Burning Man communities and enable Burners to maintain a cultural connection to one another online. All email to a group should be consistent with the purpose of the group, and used to accomplish tasks related to and consistent with the values of the Regional Network and the Burning Man Project at large.
2. Burning Man's Technology Team, Regionals Team, or Regional Contacts/list managers may restrict access to these lists where there is reason to believe that laws or Burning Man policies have been violated. Unacceptable use of email lists includes: • Use of email to support any inappropriate commercial advertising or for-profit activity unrelated to the Burning Man Project or the Regional Network. • Use of email to initiate or forward chain letters. (NOTE: Most chain emails referring to viruses are hoaxes, and should be ignored/deleted.) • Failure to use “OT” to designate off-topic posts, or abusing the option of occasional “OT” posts. • Violations of copyright laws (unlawful distribution of copyrighted printed material, audio recordings, video recordings, or computer software.) • Sending messages to an individual or group that are unwelcome. This includes continuing to send such messages after being asked by the individual or group member to cease doing so, even though the material itself may not be considered offensive. • Use of email to lodge grievances that should be handled through existing Burning Man policies and procedures, such as the Conflict Resolution protocols. • Use of a false email address or “spoofing”. • Use of email to threaten or harass others, to cause annoyance, disruption, or needless anxiety. • Spamming – sending unsolicited material and/or material not related to Burning Man’s mission to the lists, or using the list to cull for addresses with which to do so. • Use of email to promote political or religious causes or events. (Note: Given Burning Man’s commitment to public service, the use of email lists to send information about governmental, civic, or charitable organizations or community-wide events such as memorial services may be an approved use.) • Use of mass email to publicly castigate, chastise, defame, or ridicule any person, particularly any member of the Burning Man community. • The willful introduction of computer viruses or other disruptive/destructive programs into the Burning Man network or other networks. • Disruption of activity related to the Burning Man mission or the mission of the user’s specific team. • Disclosure of personal information or violating the privacy of other users. This includes publishing to others the text of a message written on a one-to-one basis, without the prior express consent of the author. • Use of email lists to obtain individual email addresses with which to execute any of the above-outlined violations in an “off-list” manner, or to create separate lists for secondary or outside purposes.
3. List moderators and owners will monitor the use of these lists to ensure that the above-listed guidelines are met.
4. Managers will also act to restate the purpose and mission of each list on a regular basis to ensure that all members maintain an understanding of said purposes. Moderators will be responsible for assuring that new members are advised of those missions and of these stated policies, and monitoring the list for adherence to the above-outlined regulations and policies.
Misuse of Burningman.org Resources Suspected or known violations of this policy, or of the law, should be confidentially reported to the Regional Committee at Burning Man, who will collaborate and/or work with the local moderator to execute appropriate action or response.
Violations may result in revocation of email service privileges; management or staff disciplinary action up to and including dismissal from Regional Contact role; referral to law enforcement agencies; or other legal action.
Acceptable Use of Burning Man Aliases and Email Addresses Last update: December 2014
This Burning Man alias (firstname.lastname@example.org) and email address policy exists to provide guidelines for acceptable use for the purpose of sending or receiving email messages and attachments via a Burningman.org email address or alias. The policy is also designed to specify the actions that Burning Man will take in the investigation of complaints received from both internal and external sources about any unacceptable use of email that involves Burning Man’s technological resources.
1. Unacceptable use of said resources may include: a) Use of email to support any commercial advertising or for-profit activity. b) Use of email to initiate or forward chain letters. (NOTE: Most chain emails referring to viruses are hoaxes, and should be forwarded to email@example.com for review. If the content of the email is determined to be real and should be distributed to the Burning Man community, the Technology Department will take appropriate action.) c) Violations of copyright laws (unlawful distribution of copyrighted printed material, audio recordings, video recordings, or computer software.) d) Sending messages to an individual or group that are unwelcome. This includes continuing to send such messages after being asked by the individual or group member to cease doing so, even though the material itself may not be considered offensive. (Note: A user may not “unsubscribe” from lists used by Burning Man for official purposes, unless the user is separating from duties and affiliation with that group.) e) Use of email to lodge grievances that should be handled through existing Burning Man policies and procedures, such as the Conflict Resolution protocols. f) Use of a false email address or “spoofing”. g) Use of email to threaten or harass others, to cause annoyance, disruption, or needless anxiety. h) Spamming – sending unsolicited material and/or material not related to Burning Man’s mission to the lists, or using the list to cull for addresses with which to do so. i) Use of email to promote political or religious causes or events. (Note: Given Burning Man’s commitment to public service, the use of email lists to send information about governmental, civic, or charitable organizations or community-wide events such as memorial services may be an approved use.) j) Use of mass email to publicly castigate, chastise, defame, or ridicule any person, particularly any member of the Burning Man community. k) The willful introduction of computer viruses or other disruptive/destructive programs into the Burning Man network or other networks. l) Disruption of activity related to the Burning Man mission or the mission of the user’s specific team. m)Disclosure of personal information or violating the privacy of other users. This includes publishing to others the text of a message written on a one-to-one basis, without the prior express consent of the author. n) Use of aliases to obtain individual email addresses with which to execute any of the above-outlined violations in an “off-list” manner. o) Burningman.org email addresses and aliases are given for the purposes of representation of the organization for official purposes. They are not intended as “perks” and are limited in distribution to those whose roles require them to represent the organization accordingly. As such, users should bear in mind that when composing email from said addresses, one’s words can and are perceived as representing the organization, even, at times, when one claims to be expressing one’s personal opinion. Email users should take care to not give the impression that they are representing, giving opinions, or otherwise making statements on behalf of Burning Man or any team thereof unless they are expressly asked to do so. At times, statements such as the following disclaimer may be appropriate: “The opinions or statements expressed herein are my own and should not be taken as a position, opinion, or endorsement of the Burning Man Project.”
2. Email resources may be used for incidental personal purposes provided that such use does not:
p) Directly or indirectly interfere with the operation of computing facilities or email services. q) Interfere with the email user’s employment or other obligations to the Burning Man Project. r) Violate this policy or any other applicable policy or law, including but not limited to use for personal gain, conflict of interest, harassment, defamation, copyright violation, or illegal activity. s) Email messages arising from such personal use shall, however, be subject to access consistent with this policy and applicable law. Accordingly, such use does not carry with it a reasonable expectation of privacy.
3. If a user has been requested by another user via email or in writing to refrain from sending email messages, the recipient is prohibited from sending that user any further messages, until such time as he/she has been notified by the appropriate manager that such correspondence is permissible. Failure to honor such a request shall be deemed a violation of this policy.
4. If, due to latency, departure, or dismissal, a change in the user’s status with Burning Man occurs, email or alias privileges may be revoked at the sole discretion of Burning Man. This includes when the affiliation between the user and Burning Man comes to an end, by any circumstances.
Misuse of Burningman.org Resources Suspected or known violations of this policy, or of the law, should be confidentially reported to the appropriate supervisory level for the team in which the violation occurs. Violations will be processed by the appropriate managers, and/or law enforcement agencies as necessary.
Violations may result in revocation of email service privileges; management or staff disciplinary action up to and including dismissal; referral to law enforcement agencies; or other legal action.
Alias Format In order to promote consistency, professionalism and eliminate confusion, all new email addresses and aliases going forward in 2014 and beyond will follow this format: firstname.lastname@example.org
This policy doesn't apply to those who've already been assigned first name or playa-name aliases. Those already existing first name/playa-name email addresses are grandfathered and won’t have to be changed except in cases where, in the transition of email addresses from burningman.com to burningman.org, a duplicate exists. Then an evaluation and change to a email@example.com email address may occur.
Exceptions going forward may be made on a case-by-case basis for year-round staff with outward-facing customer service positions in addition to their internal roles. Examples of this could be those in the Communications Department, HR department, playa staff, or anyone else who has community-facing responsibilities. Any questions can be directed to your department head, who will make the final call on allowing first name or playa name aliases.
Best Practices in the Use of Burning Man Email Lists Last Update: December 2014
1 DO NOT send attachments to a Burning Man list. Attachments should be put on the Ultranet, and linked to from there. 2 Use the letters "OT" to indicate something is "Off Topic", meaning it's personal, or about a non-Burning Man-related subject. 3 Headers should reflect the subject of your email. In the midst of a long debate, check to make sure your header still reflects the subject you're talking about. 4 Avoid cross-posting to multiple lists. When people begin to "reply to all" posters from other lists will bounce, forcing the moderator to open every attempted post to ensure it's not actually from someone on the list who might be posting from another email address. One suggestion would be to post separately to each list, but indicate you've cc:ed the other lists at the top of the body of the email. 5 If you hit "reply" to an email, you will be replying to only to the original sender, and not the list. You will need to hit "Reply to All" if you wish to reply to the poster AND the list. When you hit "Reply to All", it's also good form to remove the email address of the original sender so they don't get two replies. 6 Do not EVER take a private email sent to you and put it on a public discussion list without permission of the original sender. This is basic internet etiquette. 7 Remember ALL CAPS means you're yelling, and we don't need to do that to family and friends on a Burning Man discussion list. 8 Don't be mean to each other ... take it off list. No one wants to see others arguing in public. 9 It's very easy to dissect a person's email point by point, and in some cases this is the best approach. Sometimes summarizing your thoughts at the top can be speedy for you and for the reader. 10 Rather than including all large number of email addresses in the CC: field of a message, use the BCC: function if you must send an email to any group over 20 people that don’t know each other.
Acceptable Use of Burning Man Email Lists
The purpose of this policy is to provide guidelines about acceptable use of Burningman.org email distribution lists for sending and receiving email messages and attachments, or any Technology Department resources thereof. The policy describes the standards that users are expected to observe when using these resources for email, and ensures that users are aware of the consequences attached to inappropriate use of these resources.
Further, this policy serves to advise the users of those guidelines to provide a framework wherein users of these lists can apply self-regulation to their use of these resources.
1 Email groups are established for Burning Man committees, departments, and special projects. Email to a group should be consistent with the purpose of the group, and used to accomplish tasks related to and consistent with the Burning Man mission. 2 Burning Man’s Technology Department may restrict or suspend access to these lists where there is reason to believe that laws or Burning Man policies have been violated. Unacceptable use of email lists includes: i Use of email to support any commercial advertising or for-profit activity. ii Use of email to initiate or forward chain letters. (NOTE: Most chain emails referring to viruses are hoaxes, and should be forwarded to firstname.lastname@example.org for review. If the content of the email is determined to be real and should be distributed to the Burning Man community, the Technology Department will take appropriate action.) iii Failure to use "OT" to designate off-topic posts, or abusing the option of occasional "OT" posts after being given feedback by list manager. iv Violations of copyright laws (unlawful distribution of copyrighted printed material, audio recordings, video recordings, or computer software.) v Sending messages to an individual or group that are unwelcome. This includes continuing to send such messages after being asked by the individual or group member to cease doing so, even though the material itself may not be considered offensive. (Note: A user may not “unsubscribe” from lists used by Burning Man for official purposes, unless the user is separating from duties and affiliation with that group.) vi Use of email to lodge grievances that should be handled through existing Burning Man policies and procedures, such as the Conflict Resolution protocols. vii Use of a false email address or “spoofing”. viii Use of email to threaten or harass others, to cause annoyance, disruption, or needless anxiety. ix Spamming – sending unsolicited material and/or material not related to Burning Man’s mission to the lists, or using the list to cull for addresses with which to do so. x Use of email to promote political or religious causes or events. (Note: Given Burning Man’s commitment to public service, the use of email lists to send information about governmental, civic, or charitable organizations or community-wide events such as memorial services may be an approved use.) xi Use of mass email to publicly castigate, chastise, defame, or ridicule any person, particularly any member of the Burning Man community. xii The willful introduction of computer viruses or other disruptive/destructive programs into the Burning Man network or other networks. xiii Disruption of activity related to the Burning Man mission or the mission of the user’s specific team. xiv Disclosure of personal information or violating the privacy of other users. This includes publishing to others the text of a message written on a one-to-one basis, without the prior express consent of the author. xv Use of email lists to obtain individual email addresses with which to execute any of the above-outlined violations in an “off-list” manner.
3. List moderators and owners will monitor the use of these lists to ensure that the above-listed guidelines are met. They will also serve to re-examine list membership each year. Membership to each list is restricted to active members of that team, except as membership may be defined by an emeritus or consultant status; therefore, lists will be culled each year to ensure that membership is limited to those who have an active role in the missions of the team or of Burning Man.
4. Moderators will also act to restate the purpose and mission of each list on a regular basis to ensure that all members maintain an understanding of said purposes. Moderators will be responsible for assuring that new members are advised of those missions and of these stated policies, and monitoring the list for adherence to the above-outlined regulations and policies.
Misuse of Burningman.org resources Suspected or known violations of this policy, or of the law, should be confidentially reported to the appropriate supervisory level for the team in which the violation occurs. Violations will be processed by the appropriate managers, and/or law enforcement agencies as necessary.
Violations may result in revocation of email service privileges; management or staff disciplinary action up to and including dismissal; referral to law enforcement agencies; or other legal action.
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