<ul><li>Personalization means that you’ve thought about who this person is, how they see the world, what interests them, and what they want — you’ve developed a <a href="http://www.iep.utm.edu/theomind/">“theory of mind”</a> about the recipient. This shows them you have put work into understanding them.</li><li>You also make it clear why you are emailing them as opposed to anyone else. Research shows that <a href="http://psycnet.apa.org/index.cfm?fa=buy.optionToBuy&uid=1994-33384-001">people are far more motivated to help others when they feel uniquely qualified to do so</a>. </li></ul>

Tailor the message to the recipient

Knowing someone in common is the strongest form of social proof you can offer. If you have any direct connections, mention them. A mutual friend means you are no longer a stranger.Lacking that, if you have any authority, credibility, or social status that is relevant to this person and your request, mention it quickly — a line or two should do it. The more “important” you are, the more likely you are to get a response.

Validate yourself

Remember that people will go much further to <a href="http://www.nytimes.com/2013/12/09/your-money/overcoming-an-aversion-to-loss.html?_r=0&pagewanted=all">avoid pain than to acquire pleasure</a>. If you’ve done your research and found a major pain point for the recipient, and you can offer relief, highlight that.If you can’t solve a problem, give people something they want. Offer to connect them with someone they’d like to meet — that stands out, since almost no one gives before they ask. But your gift needs to feel appropriate, from one stranger to another.

Alleviate your audience’s pain or give them something they want.

S<a href="http://papers.ssrn.com/sol3/papers.cfm?abstract_id=1709943">hort emails are more likely to be read</a> than long ones. And emails that request clear, specific action <a href="https://www.cs.cmu.edu/afs/cs.cmu.edu/Web/People/kiesler/publications/2005pdfs/2005-Dabbish-CHI.pdf">get a much higher response rate</a>. Long-winded, rambling cold emails suck.One of the best ways to keep things short and direct is to <a href="http://www.paulgraham.com/talk.html">write the way you’d talk</a>. I would recommend reading your email out loud before you send it.

Keep it short, easy, and actionable.

By expressing gratitude and some vulnerability, you give them the feeling that they are a good person if they choose to help. You also give them a little rush of power and status, because you’re approaching them.

Be appreciative — and a little vulnerable

An effective cold email does five things.

marketingandsales

Marketing & Sales

writing

Reading & Writing

communication

Communication

A Guide to Cold Emailing

The first step of any technical development is a mindset shift. When your platform is the core of your business, you're not building software for users, you're creating a product for customers. This small shift in mindset influences everything from capturing customer information to developing the user experience and user interface.

Don't think in terms of software and users

A customer is a customer before they use your product it's the moment they decide that your business is worth a look. It's also when the clock starts ticking for you to capture everything you need to know in order to close the sale. Your goal is to save that customer to your database, preferably with a way to contact them. A customer is still a customer long after they lose interest in your product and that one database record might be enough to rekindle their interest. A customer prospect email address or mobile number is always a valuable thing, even when it's not immediately valuable.

Track customers earlier and longer than you would track users

Any data that connects back to a real human need additional protection around:<ul><li>View: Only the customer themselves and employees with administrative rights should be able to view PII(personally identifiable information).</li><li>Storage: All PII should be encrypted when it's stored.</li><li>Transfer: Data, especially PII, should travel in and out of your product in an encrypted manner</li><li>Privacy: Customers should have self-service access to all the data they generate, they should know how that data is used, and they should be able to request its removal without breaking your product.</li></ul>

Protect and privatize valuable information

When you start tracking them, give them a status--a simple identifier that they've begun their journey. As they move, keep updating that status : Maybe they tried a demo, signed up for an email newsletter , whatever it may be. Update that status all the way through to purchase, then track more data as they use the product. Track how often they use it, for how long, which features they use, and anything else that might give you a sense of where they find the most value.When customers start to lose interest, you can take action to recapture their attention.

Keep tabs on each customer's progress

Your customers are the most important data set you have, and your most valuable asset, so spend the most time making sure you capture that value.

This is the first step to building a successful high-tech business.

cybersecurity

Cybersecurity

product

Product & Design

How to Turn App Users Into Paying Customers

A huge influx of capital by tech giants, especially search engines, means that AI computing power is making rapid advancements in a range of sectors from healthcare to construction to marketing and search engine optimization.However, before we get into the implications of machine learning for SEO professionals, let’s define what we mean by AI.

Search Engines And AI

This type of AI is designed to perform specialized tasks that must be “taught” to the algorithm (think Google’s search algorithms). 
While extremely specialized in scope, narrow AI (ANI) is able to quickly recognize patterns and perform tasks in a way that outpaces human ability.

The Three Types Of AI: Narrow or Weak AI

Capable of autonomously learning and solving problems, general AI (AGI) takes machine learning to the next level. 
This AI is powered by deep learning processes designed to mirror the human brain’s neural networks, allowing the algorithm to make decisions without instruction.

General or Strong AI

At the moment, artificial superintelligence (ASI) still lands fully in the category of science fiction. 
This type of AI would, theoretically, be capable of outperforming human capabilities to solve the “unsolvable” problems of our time.

Artificial Superintelligence

While companies like OpenAI and Conversion.ai are moving toward developing general AI for natural language processing, there are currently no clear-cut examples of AGI.To progress from ANI to AGI, deep learning will be the key to creating stronger AI capable of using deductive reasoning to analyze complex, unstructured data and make independent decisions.

ANI(Normal AI) To AGI(General AI)

Back in 2016, Google declared its intention to become a “machine learning first” company. Since then, they’ve made steady strides toward that goal, launching Google AI in 2017 and rolling out BERT in 2019.They want to not only make our lives easier but also use AI to find “new ways of looking at existing problems, from rethinking healthcare to advancing scientific discovery.”

Google: The AI Mission

Google has been making steady progress in the way it connects users to the content they’re searching for, including these nine ways we know search engines are using machine learning right now.

Google And How It Uses AI

Low-quality content typically has distinct similarities, such as:<ul><li>The presence of several outbound links to unrelated pages.</li><li>Lots of uses of stop words or synonyms.</li><li>The occurrence rate of identified “spammy” keywords.</li></ul>Machine learning recognizes these patterns and flags them.Even though Google still uses human quality raters, utilizing machine learning to detect these patterns drastically cuts down on the amount of manpower necessary to review the content.

Pattern Detection

RankBrain is the machine learning algorithm developed by Google that not only helps identify patterns in queries, but also helps the search engine identify possible new ranking signals.Before RankBrain, Google’s algorithm was coded entirely by hand. It depended on a team of engineers to analyze search query results, run tests to improve the quality of those results and implement the changes.

Identification of New Signals

Google’s end goal is to use technology to provide users with a better experience. They don’t want to automate the entire process if that means the user won’t have the experience they are looking for.So don’t assume machine learning will soon take over all search ranking; it is simply a small piece of the puzzle search engines have implemented to hopefully make our lives easier.

The Real Use Of AI

Google’s current privacy policies discuss how the search engine currently creates personalized search results based on a user’s behaviour.Google’s personalized search patent states that:“…personalized search generates different search results to different users of the search engine based on their interests and past behaviour.”We can clearly see this in action. Often used in conference presentations, proving this process is as simple as typing a string of queries into Google in one sitting and seeing how the results change depending on what you last searched.

Real-Time Personalization Of Search Results

It’s important for a search engine to be able to recognize how similar one piece of text is to another. This applies not just to the words being used but also their deeper meaning.Bidirectional Encoder Representations from Transformers – BERT, for short – is a natural learning processing framework that Google uses to better understand the context of a user’s search query.

Natural Language Processing and BERT

People don’t always speak like a machine would expect them to. We play with language to come up with new turns of phrases.BERT is designed to replicate human recognition as closely as possible to decode those contextual nuances by learning how users interact with the content and matching search queries with more relevant results.As language develops and transforms, machines are better able to predict our meanings behind the words we say and provide us with better information.

How Users Interact With Machines

Every second, approximately 1087 photos are uploaded to Instagram, and 4000 are uploaded to Facebook. That’s hundreds of millions of photos being uploaded to those two social networks alone every day.Analyzing and cataloging that many submissions would be an arduous (if not impossible) task for a human, but it’s perfect for machine learning.Machine learning analyzes color and shape patterns and pairs them with any existing schema data about the photograph to help the search engine understand what an image actually is.

Image Search to Understand Photos

Just like its organic search results, Google wants to provide the most relevant ads for its individual users. According to Google U.S. patents on ad quality, machine learning can be used to improve an “otherwise weak statistical model.”This means that Ad Rank can be influenced by a machine learning system.

Ad Quality & Targeting Improvements

When you see search results that don’t include the keyword in the snippet, it’s likely due to Google using RankBrain to identify synonyms.When searching for [forest preservation], you’ll see various results with the word “protection” as it can be used interchangeably with “preservation” in this case.

Giving You What You Searched For But Didn't Type

There are many reasons to fire up a search engine. Users may be searching to buy (transactional), research (informational), or find resources (navigational) for any given search.By analyzing click patterns and the content type that users engage with (e.g., CTRs by content type) a search engine can leverage machine learning to determine the intent behind the user’s search.

Query Clarification

While machine learning isn’t (and probably never will be) perfect, the more humans interact with it, the more accurate and “smarter” it will get.This could be alarming to some, creating visions of Skynet from the “Terminator” movies.However, the actual result may be a better experience with technology that solves complex problems and allows humans to focus on driving creativity and innovation

The Bottomline

We know that search engines are using machine learning in these 9 ways. Here’s what it means for SEO and digital marketing.

technologyandthefuture

Technology & The Future

artificialintelligence

Artificial Intelligence

How Search Engines Use Machine Learning: 9 Things We Know For Sure

The key to getting business people and developers to work well together, and building a world-class engineering culture, is for the business people to share problems, not solutions, with the developers. 
So bringing developers into the big issues you're trying to solve and leveraging their full skills.

Why Developers Matter

<ul>
<li>Great product managers are not a layer between customer needs and developers. They actually remove layers, eliminate preconceived solutions and erroneous presumptions, and streamline communications.</li>
<li>Great product managers facilitate the understanding of customer problems, not only for developers but for all people involved in building the product or feature.</li>
<li>Good ideas can come at any time, from anywhere, not necessarily when management requires it.</li>
</ul>

Removing Layers, Not Adding More

<ul><li>Off-the-shelf software is for general purposes and does not give an edge over your competitors. </li><li>Businesses need to become more software orientated to gain that edge. You need to build your own software or die.</li><li>To stay on top of competitors, you need to innovate. To innovate, you need to experiment. Experimentation is the prerequisite to innovation.</li><li>You need to ensure that there's tolerance for failure - both personally and organizationally - it's the primary key to unlocking innovation.</li></ul>

Innovation At Hyperspeed

An open learning environment is where the company is receptive to not having all the answers, is comfortable with uncertainty, and strives to get better every day.It means being flexible instead of rigid and having a culture where people continually seek the truth. You want knowledge and truth to win, not politics.

An Open, Learning Environment

Ask your developers what happens after an outage. <ul><li>Is the person to blame or the process?</li><li>Are people encouraged to learn quickly, even at the risk of making mistakes?</li><li>Do you provide venues for learning from each other and even take risks by giving younger leaders the reins to parts of the business?</li></ul>

The Aftermath

A company's structure built on teams of around ten people is a way to scale up a company without losing the urgency, focus and quality of talent that characterises a startup by building a large company out of what are essentially many startups.<ul><li>"Single-threaded" leaders have only one thing on their mind - how their team can win.</li><li>They are empowered to make their own decisions and be responsible for them.</li></ul>

Small Teams

Make sure your customer feel you're on their side. Encourage developers to talk directly with customers, listen on a call or attend a meeting with customers regularly to get a human connection with the customer and understand their problems better.Ask your developers what customer problems are they solving/working on?

Wearing The Customer's Shoes

The core of Agile is the ability to move quickly and easily, change direction quickly and respond to changing inputs.A Product Manager or leader needs to question the following: <ul><li>Ask your developers whether they want product managers to be gatekeepers or facilitators of customer interaction? Do PMs view their role similarly?</li><li>Do they collaborate to groom road maps coming from a shared customer understanding, or do they divide and conquer where PMs know the customers and engineers know the code?</li></ul>

An Agile Environment

Jeff Lawson, software developer turned CEO of Twilio, creates a new playbook for unleashing the full potential of software developers in any organization, showing how to help management utilize this coveted and valuable workforce to enable growth, solve a wide range of business problems and drive digital transformation. From banking and retail to insurance and finance, every industry is turning digital, and every company needs the best software to win the hearts and minds of customers. The landscape has shifted from the classic build vs. buy question, to one of build vs. die. Companies have to get this right to survive. But how do they make this transition? Software developers are sought after, highly paid, and desperately needed to compete in the modern, digital economy. Yet most companies treat them like digital factory workers without really understanding how to unleash their full potential. Lawson argues that developers are the creative workforce who can solve major business problems and create hit products for customers—not just grind through rote tasks. From Google and Amazon, to one-person online software companies—companies that bring software developers in as partners are winning. Lawson shows how leaders who build industry changing software products consistently do three things well. First, they understand why software developers matter more than ever. Second, they understand developers and know how to motivate them. And third, they invest in their developers' success. As a software developer and public company CEO, Lawson uses his unique position to bridge the language and tools executives use with the unique culture of high performing, creative software developers. Ask Your Developer is a toolkit to help business leaders, product managers, technical leaders, software developers, and executives achieve their common goal—building great digital products and experiences. How to compete in the digital economy? In short: Ask Your Developer.

teamwork

Teamwork

books

Books

computerscience

Computer Science

Ask Your Developer

The author asserts that well-managed companies have moved from the emphasis on customising items to offering globally standardised products that are reliable and low priced. Global companies will achieve long-term success by concentrating on what everyone wants rather than worrying about the details of what people think they might like.

The success of global companies

Technology is a powerful force that drives the world toward a converging commonality. The result is the emergence of global markets for standard consumer products. Corporations geared toward this new reality benefit from enormous economies of scale in production, distribution, marketing, and management. By translating these benefits into reduced world prices, they can wipe out competitors.

Technology drives the world

The strategy of the multinational corporation and the global corporation differs: <ul><li>The multinational corporation operates in several countries and adjusts its products and practices at a relatively high cost.</li><li>The global corporation operates with constancy as if the whole world were a single entity. It sells the same things in the same way at low relative costs.</li></ul> The world's needs and desires have been irrevocably homogenised, making the multinational corporation obsolete.

The multinational and global corporation

Our age is characterised as driven by "the Republic of Technology whose supreme law is convergence, the tendency for everything to become like everything else", writes Daniel J. Boorstin in his trilogy The American. This trend has pushed markets toward global commonality where standardised products are sold in the same way - steel, chemical, transport, pharmaceuticals, etc. Even MacDonald's, Coca-Cola, rock music, Hollywood movies, Revlon cosmetics. Nothing is exempt. The high-tech and the high-touch ends of the commercial spectrum gradually wipe out the undistributed cosmopolitan middle.

Living in the republic of technology

Customers will prefer the world standardised products if a company forces costs and prices down while pushing quality and reliability up. For example Henry Ford (Model T), South Korea (televisions sets), Malaysia (microcomputers), Singapore (optical equipment), etc. Large companies in a single nation or city don't standardise everything they make. They have product lines and multiple distribution channels. Although companies customise products for a particular market segment, they know they will succeed in a homogenised world because a market segment in one country is seldom unique.

Vindication of the Model T

In a rapidly evolving world, the most endangered companies tend to be those that dominate small domestic markets with high value-added products where there are smaller markets. Distant competitors can enter the sheltered markets of those companies by offering cheaper goods. When a global producer offers its lower costs internationally, it attracts customers who previously held to local preferences. The motivation is to make one's money go further.

The most endangered companies

The multinational corporation knows a lot about a great many countries. It adapts to supposed differences, not questioning the possibility of their transformation nor recognising how the world is ready for modernity, especially when the price is good. By contrast, global corporations know everything about one great thing. It knows about the need to be competitive worldwide and seeks to constantly drive down prices by standardising what it sells. It knows about one great thing everybody has in common: scarcity.

Knowing about many things, and knowing about one thing

Money has three special qualities:<ol><li>Scarcity</li><li>Difficulty of acquisition</li><li>Transience</li></ol> People value money. But in an increasingly homogenised world market, people want products that everyone else wants. If the price is low enough, they will choose the standardised products, even if it is not quite suitable nor preferred.

Nobody likes scarcity; everyone wants more

Different cultural preferences, tastes and standards and business institutions are remnants of the past. Some preferences will die gradually, while others will expand into mainstream global preferences. Many multinational corporations believe that preferences are fixed. As a result, they falsely assume that marketing means giving customers what they say they want instead of trying to understand exactly what they would like.

Remaining differences

Many companies tried and failed to standardise world practice by exporting domestic products and processes without accommodation.  Poor execution is an important cause. More important is the failure of imagination. What customers say they want is often different to what their behaviour demonstrates. Many people will discard previously expressed preferences in favour of other features when it is heavily promoted and offered at an aggressively low price.

A failure in global imagination

The global corporation accepts that technology drives consumers toward the same goals:<ul><li>easing life's burdens</li><li>expanding of discretionary time</li><li>spending power</li></ul> Managerially advanced corporations have been eager to offer what customers really want rather than what was only convenient. As a result, they have created huge marketing departments and highly tailored products and delivery systems for different markets and nations. By contrast, Japanese companies operate almost without marketing departments yet have cracked the code of Western markets.

Accepting the inevitable

Japanese companies don't look with mechanistic thoroughness at the way markets are different. Instead, they search for meaning with a deeper wisdom. They discovered that all markets have an overwhelming desire for dependable, world-standard modernity in all things at aggressively low prices. There are still some differences between nations that are unyielding. Companies can organise their marking efforts by product, region, function, or combination of these. There is no one formula. What works well for one company or place may fail for another in the same place.

Cracking the code of Western markets

An ancient dictum of economics states that things are driven by what happens at the margin, not at the core. That means in ordinary competitive analysis, what's important is the marginal price, not the average price. What counts in commercial affairs is what happens at the cutting edge. Companies willing to adapt to and capitalise on economic convergence can make distinctions and adjustments in varied markets. Conversely, companies that do not adapt to the new global realities will be consumed by those that do.

The purpose of a business is to draw and keep a customer

Many companies have become disillusioned with sales in the international marketplace as old markets become saturated and new ones must be found. How can they customize products for the demands of new markets? Which items will consumers want? With wily international competitors breathing down their necks, many organizations think that the game just isn’t worth […]

Discover the world of business and economics.

economics

Economics

The Globalization of Markets

At first, office layouts were influenced by the production or factory line. Rows of desks fitted tightly together, but managers and executives had private offices with windows so they could supervise workers. In the 1950s, the workplace design style became less rigid. The emphasis was placed on meeting the needs of the workforce with a more fluid design. It resulted in a more social environment where collaboration between teams increased.

The 1950s workplace - the open-plan office

The Action Office emerged in the 1960s. It included more freedom of movement, greater privacy, and personalised space. With time, employees each had a high, three-sided vertical division to define their space. Office tech started to change and included manual word processors, the first computer mouse, RAM chip and handheld calculators.In the US, the introduction of the 1964 Civil Rights Act caused a boom in jobs available to women.

The 1960s - office technology

Office space was designed to focus on enabling individual workers to work creatively and more autonomously. Users health and comfort were more prominent. Computers were introduced into the workplace. Women began to gain more equality in the workforce through the Equal Pay Act, but women still did more menial office jobs and left the work once married to stay home full-time.

The 1970s - Equal Pay Act

This decade saw the office layout moving towards productivity and profitability. Cubicles were cheap, effective and increased focus. Corporate culture became a priority. Workers started to dress in power suits, and employees began talking about a work-life balance. The computer started to gain popularity in the workplace.

1980s - The cubicle farm

Office design became more utilitarian and functional - even dull, while computers transformed the way people worked. Improvements in connectivity and the start of the world-wide-web meant that computers became essential for many employees. In 1998, Google was born.

1990s - The World-Wide Web

The 2000s saw a time of evolution and revolution. Technology and high-speed connectivity became common. The smartphone was brought to mass market. Open-floor office plans started to rise. In addition, co-working spaces became more popular, allowing employees to work in alternative places, such as in coffee shops or remotely from home. Tech startups introduced casual clothes in the office, pressing the idea that people's work and feelings are more important.

2000s - Office technology

As technology advanced, employees began to demand flexibility in how, when and where they worked. A huge shift occurred in office design. Bright and vibrant offices evolved with mixed spaces to work. Technology became woven into the work, from video conferencing equipment to interactive screens to support the workplace experience.

2010s - Technology evolution

Understand the evolution of workplaces and how they have shaped the work environments of today, with a look at what the future of the office will be.

remotework

Remote Work

career

Career

corporateculture

Corporate Culture

leadershipandmanagement

Leadership & Management

The History of the Workplace - Modern Workplace

<ul>
<li>It usually develops after you and another person have spent some time interacting and assessing each other’s character.</li>
<li>Three of the most readable indicators of trust: Competence, Benevolence and Integrity.</li>
<li>If all goes well and that trust builds, you start to feel psychologically safe and can form a stable belief about one another.</li>
<li>Remote work has made all of this even more difficult to do.</li>
</ul>

Trust isn’t easy to build

Many of us are interacting through our screens and working on hybrid teams with people located in various areas of the world who we’re not likely to meet face-to-face anytime soon. We lack the luxury of regularly observing our peers in-person, making it harder to gauge their intentions, values, and characters (and vice versa).
This is a problem. Without it, you may not feel comfortable bringing your full self to work.

Building trust in a remote setup

Competence is your ability to do something efficiently and successfully. When others perceive you as competent, they believe that you have the skills and knowledge to do what you say you will. 
This allows them to perceive you as dependable, reliable, and predictable — all of which are essential drivers of trust.

Building trust: Competence

Benevolence is the quality of being well-meaning and the degree to which you have others interests at heart. 
Other will grow to trust you based on the extent to which they believe you care about their interests, and have the motivation to go beyond your self-needs to cater to the team’s needs.

Building trust: Benevolence

Integrity is how you adhere to strong moral principles and how honest you are. Integrity is hard to judge and critical for trust building. 
A lot of behaviors at work are seen as instrumental and strategic, leaving people ambiguous about whether actions are coming from underlying values or merely a façade. Thus, the more opportunities you have to articulate your values explicitly and to allow team members to see your values in action, the more likely they will have faith in you and invest their trust in you.

Building trust: Integrity

It comes down to three qualities: competence, benevolence, and integrity.

personaldevelopment

Personal Development

New to the Team? Here’s How to Build Trust

<ul>
<li>Complaining is characterised by whining about the same issues while blaming external factors for your emotions. It tends to be chronic. </li>
<li>Venting is a momentary release of emotion and frustration. After blowing off some steam, you can continue with your day in a relatively normal manner.</li>
</ul>

Venting is not the same as complaining

<ul>
<li>Keep the chat safe. Wanting to ping your work friend about how much you dislike your job can cause you harm. Pinging a group chat by accident or DMing the wrong person could have serious implications. A good rule of thumb: Never say something on chat or email you wouldn't want your team to hear.</li>
<li>Choose wisely who you should vent to. It is better to chat with someone you trust than with a new intern who may not know what to do with the information.</li>
</ul>

Don'ts of venting in the workplace

<ul>
<li>Write it down until you feel some of that tension ease up. It may even help you to think more clearly about the issues you're facing.</li>
<li>Take a walk. A brief stroll can help distract you. It can also lower your blood pressure and boost your mood. You can also share your troubles with a confidante in a way that doesn't compromise the work environment.</li>
</ul>

How to vent safely

Having a tough day? Vent it out. While venting may help you feel better, be sure to do so in a way that doesn't negatively affect your work relationships.

loveandrelationships

Love & Relationships

The Dos And Don'ts Of Venting In The Workplace

There is a massive shift towards remote working and companies have a differing approach towards trust, with some moving towards increased surveillance and control, and others moving towards autonomy and decentralization of work.
Globally, trust in national, institutional and organizational levels has declined over the past year but is increasing on a personal level.

Trust In Remote Work Environment

Psychology scholars have identified three main pillars of accessing a person's trustworthiness:
<ul>
<li>Ability: The skills to conduct a given task successfully.</li>
<li>Benevolence: The good intentions of the person.</li>
<li>Integrity: The person’s values and principles being acceptable.</li>
</ul>

The Three Pillars Of Trustworthiness

As many of us shift towards a virtual world where all the training, consulting, meeting and managing is happening, we are becoming increasingly transparent and empathetic to the problems team members face and the solutions that are provided.
Domain-specific knowledge is sought-after but people are not negating trust in a person just because of their inability to get things done the first or second time.

Trust During Remote Working: Ability

As connections go virtual, the need for connecting increases, partly due to the overall difficult climate all around the world, and the isolation that the lockdowns have resulted in.
People are pitching in and connecting even with adverse circumstances at home, as most of us have personal problems we may be handling at home. This is providing a shared sense of caring and good intentions.

Trust During Remote Working: Benevolence

<ul>
<li>Virtual connections have made our values become more transparent and identifiable. </li>
<li>People are choosing health over wealth during the pandemic, and moving towards family, love and connections rather than competing with others. </li>
<li>Most of us are resilient and fighting hard to get through these turbulent and challenging times.</li>
<li>These common values move the needle towards more personal and team integrity.</li>
</ul>

Trust During Remote Working: Integrity

Remote work has enabled us to have a new-found appreciation for the acquisition of skills and allowed us to witness manifestations of our shared values in a more transparent way.

Remote work has built – rather than broken – trust among colleagues. Here's how

<ol><li>Create something worth building a community around. A good enough product may even form its own community independently.</li><li>Identify the groups of people forming around your products and recruit them to build a community.</li><li>Assign someone the task of building a community. </li><li>Make sure your product is somewhat customizable, extensible, and malleable. </li><li>Create an open system by giving the community a documentation and tools to tweak your product.</li><li>Welcome criticism. </li><li>Foster the exchange of ideas and opinions. Providing forums for customers and company employees to interact yields valuable insight.</li><li>Publicize the existence of the community. It should be an integral part of your sales and marketing efforts.</li></ol>

How To Create A Good Community

I admit it: I'm a user-group junkie. I got my first taste of user groups when I worked for Apple-speaking at their meetings was one of my great pleasures. Their members were unpaid, raging, inexorable thunderlizard evangelists for Macintosh and Apple II.

A Guide to Cold Emailing

How to Turn App Users Into Paying Customers

How Search Engines Use Machine Learning: 9 Things We Know For Sure

Ask Your Developer

The Globalization of Markets

Weston A.