C-Suite Intelligence 16th April 2020

Winmark's C-Suite Intelligence service providing news, content and research to help leaders across all C-Suite functions address the exceptional business planning and management challenges they are facing.

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Seven tips for successful virtual conferencing

MIT Sloan Management Review

These seven tips will help the success of any virtual event, whether it’s for hundreds of paid attendees or for a meeting of 10 staff members.

  1. Involve the audience quickly. Get them involved within two minutes of starting. If you get your audience to interact twice within the first five minutes, you reset their expectations. Now they will be on their toes and paying attention, knowing that you’re likely to involve them again.
  2. Build in interaction that’s useful for attendees, rather than self-serving. Incorporate polls and interactions that demonstrate empathy and benefit your audience. Ask questions where the collective answers give your audience advantageous insights and perspective into their world.
  3. Lure and re-lure your audience. Remember that in a virtual situation, audio trumps visuals. Make your experience more like a radio show by having multiple presenters so that the sound of each new voice creates novelty and re-engages the brains of your audience. As always, create slides worth looking at that amplify clarity, showcase frameworks, and create meaning.
  4. Work the camera. Communicating through videoconferencing requires you to be disciplined in looking at the camera — and not at the content on your screen. Always remember that eye contact is one of the primary ways trust is established.
  5. Use a producer and moderator. A producer monitors chat windows, chooses which screens are shared, launches polls, moves groups into breakout rooms, and deals with technical problems and queries. A moderator acts as the MC, explaining housekeeping, introducing speakers and announcing breaks etc.
  6. Don’t forget you’re on camera. Don’t groom your hair, touch your face, talk to a neighbour or leave the room - turn off your camera if you need to.
  7. Plan your shots. Pre-plan when the audience will see the presenter, a wide view or when they see slides. Planning for a variety of shots gives audience members an appealing array of elements to focus on visually and keeps them engaged.

To see full details, read here.



Global snapshot of the latest special government measures and tax regulations

Baker McKenzie

In order to give you a global snapshot of the latest special government measures and tax regulations, Baker McKenzie are actively maintaining their COVID-19 Tax Measures Resource.

Select a country of interest at the bottom of the page for regularly updated information across various taxation categories.
Three tactics to support customer service through the crisis
Harvard Business Review

Finance is grappling with critical questions of cash management, HR is dealing with layoffs, sales is trying to convince customers to continue to buy even as budgets are drying up, and IT is scrambling to support employees to be productive as they work from home.

Another hard-hit department is customer service. Harvard Business Review have identified three tactics that service leaders are pursuing.

Demonstrating corporate purpose in the time of coronavirus
McKinsey & Company
What should a company’s purpose be when the purpose of so many, right now, is survival?

For years, enlightened executives have sought the sweet spot between their responsibility to maximize profits on behalf of shareholders and their desire to find a purpose across environment, social, and governance (ESG) themes on behalf of a broad range of stakeholders, including customers, employees, and communities.
Then COVID-19 came. As businesses large and small shut their doors, and millions retreat to enforced isolation, the magnitude of the coronavirus crisis confronts corporate leaders with the economic challenge of a lifetime. It also demands of them a moment of existential introspection: What defines their company’s purpose—its core reason for being and its impact on the world?
Executives are uniquely poised at this pivotal time to bring corporate power, guided by social purpose, to the aid of millions of dislodged and vulnerable lives. Done well, their actions in this crisis can bridge, in unprecedented ways, the divide between shareholders and stakeholders in the communities they serve—and leave a lasting, positive legacy on their corporate identity.

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