WE CONTINUE TO MAKE IT HAPPEN

In our latest one-minute and nine-second video, DEVENEY showcases some of our latest and greatest work.

Whether it is for the travel and tourism, hospitality, or food and beverage industries, we strive to make our clients top-of-mind across the nation.

DEVENEY has continued to shine as an industry leader – targeting highly sought-after millennials by incorporating social media influencers, Snapchat filters and strategic digital ads while continuing to foster traditional media connections along the way.

In the world of over-influence, we have been charged with standing out without losing the authenticity of our clients. For example, Windsor Court,  a New Orleans luxury hotel, offered a Royal Wedding Weekend Getaway for those who couldn’t make it across the pond to Windsor Castle for Prince Harry and Meghan Markle’s nuptials.

Another interesting tactic we implemented for the hotel just one year prior focused on a vastly different topic. Since Windsor Court is pet friendly, we coordinated and hosted a local New Orleans mini pig influencer, (that’s right – I said pig) My Best Friend Hank, to enjoy the hotel’s amenities. You can even see the cute Snapchat filter we designed and implemented for a meet and greet with the pig around the :55 mark in the video.

We’ve talked about this until we’re blue in the face – this is the age of experiences. We are constantly searching for the best photo-op to post on Insta-stories or feeds. We’re asking how our trip to Iceland be better than that of our millennial friend or blogger/influencer. DEVENEY strives to answer those questions by curating top-notch creative content that tells stories in New Orleans and beyond. And we want to do it for you.

Like what you see and want to learn more? Ask us anything on Twitter using #DEVchat or @DEVENEYMKTG.

THE ART OF DELEGATING

Yes, there really is an art to delegating.

The very definition of delegating is “assigning the responsibility or authority to another person to carry out specific duties.” It is one of the core concepts of management leadership. However, just the thought of delegating is stressful, and most people struggle with the idea of giving up control on a project. Just as in other aspects of business, there is a process and procedure you should use to help you delegate effectively.

Delegating is an opportunity to remove a project or task from your plate so that you can focus on other more pertinent tasks and improve your management skills. By assigning the task or project to another colleague, you are essentially giving them an opportunity to grow and further develop new skills, which helps build an engaged, efficient team.

Assessing Your Team

When considering projects/assignments to delegate, first you should consider your team. It is important to select a team member who has appropriate strengths and skills as well as capacity to handle the assignment. Other things to consider: Is this a one-time project or will it be a recurring task?  Does this team member have the time to dedicate to the task?

Assign and Empower

Once you have identified the team member, be sure to set up a kick-off meeting to discuss the project. Provide all background, discuss the roles and responsibilities and set expectations. Be sure to communicate the objectives, goals, budget and deadlines. Setting up a regular time to meet to check in on your team member’s progress is also a great way to stay in the loop and provide feedback without micromanaging.

Do’s & Don’ts of Delegating:

DO:

  • Share key priorities so your team knows what’s most important
  • Clarify expectations by communicating essential information about the project
  • Provide complete instructions
  • Give your team members the support they need to leverage YOU better
  • Be patient. Let others learn and grow
  • Be clear about your team’s level of authority
  • Check on progress
  • Show recognition

DON’T:

  • Expect people to read your mind
  • Give “drive-by” delegations
  • Underestimate the time it takes to do things
  • Micromanage
  • Underestimate your team’s capabilities
  • Get discouraged if your team asks you for advice
  • Look for perfection

 

A final piece of advice: “Don’t tell people how to do things, tell them what to do and let them surprise you with their results.” – George S. Patton

Do you have a proven method of delegating? Join us in the discussion and tweet us @DEVENEYMKTG

 

 

 

 

THE BASICS OF PROVIDING AND RECEIVING FEEDBACK

What is feedback? Whether it be from a personal trainer, professional mentor, supervisor or even a parent or friend, feedback is THE platform in which we grow. As humans, it’s hard to believe that we are not perfect. But news flash – we are most certainly not. We are in fact all growing, living and evolving beings, whom should strive to be the best versions of ourselves. And that’s where feedback comes in.

In a professional setting, feedback must be consistent and delivered properly in order to get better at what we do. Through the years, I’ve recognized there are two distinctive types of feedback:

Constructive – this is the best and most productive kind of feedback. While it might not be the greatest news at the end of the day, it is positioned in a way that is well-reasoned and friendly. The purpose of constructive feedback is to improve the outcome and instill confidence. You are good enough and can do this!

Destructive – this kind of feedback is demoralizing and can actually end up doing more harm than good. This kind of feedback typically leaves the receiver feeling defeated and unmotivated, with no clear expectations on next steps or helpful ways to improve the outcome.

While giving and receiving constructive feedback may take some practice, use these three S’s as a guide:

Specific – Do not be delayed in your delivery of feedback. Use specific examples (e.g. “In a recent email, you said xyz…”), and most importantly, keep them tactical in nature as it relates to the job. This is not the time to talk about someone’s bad hair day. Because let’s be honest, we’ve all been there, and frankly, that just isn’t nice.

Sincere – Regardless of how tough the feedback is to give, do be kind in nature. The feedback should be meaningful and useful to the person.

Say what and how the person can change – if you’re looking for better use of AP style, direct them to the bookshelf where they can find the office AP stylebook or online resources.

And when the time comes to share feedback that that will motivate and encourage positive change, make sure you do the following first:

Prepare – having your thoughts organized will set you up for a successful and clear delivery of your thoughts. Bring an outline of your three S’s to avoid getting too hot in your discussion.

Sandwich method – this is one of the strongest approaches. Provide the receiver with a positive attribute or what they might have done correctly, show them the ways they can improve, but always end on a positive note by saying, “overall, this was a great start.”

Develop an action plan – this is great for annual or biannual reviews at your office. Work with your direct supervisor on the best next steps that you can work on to make yourself a better professional. More often than not, they have resources and examples that will support your improvement, as they want you to be the best you can be.

Follow-up – we can all certainly be better at this. After giving feedback, outline the receiver’s efforts to ensure everyone is on the same page. As the giver, commit yourself to being available for questions and support.

When the tables turn and you find yourself on the receiving end of feedback, keep these best practices in mind:

Don’t take it personally – while it might be difficult to hear tough feedback at first, remove yourself from the emotions associated with it and remind yourself that the intention of this feedback is to make you a better and stronger person and professional.

Listen first, then ask questions – without practice, you’ve likely tuned out based on the aforementioned defensiveness. Your head is spinning with thoughts like, “I most certainly did not do this, blah blah blah…” By hearing the full thought initially, you’re better positioned for asking the strongest, most helpful questions. No reason to not speak up at the time it is most fresh.

Be appreciative – thank the person providing you feedback for their candor. It was likely just as difficult for them to provide as it was for you to receive. But if provided in the appropriate method, this feedback can be the gift that keeps on giving, and provide you learnings that can last a lifetime.

How do you plan on using these tips for providing and receiving feedback in your everyday life or job moving forward? Tweet us @DEVENEYMKTG and let us know your thoughts!