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Archive for June, 2010

Your Leadership Mojo…Is it Where it Should be?

June 26, 2010 By: azjogger Category: Human Resources, Management

In April, renowned executive coach and author Marshall Goldsmith visited Center for Creative Learning’s global headquarters in Greensboro, NC. Goldsmith, who made best-seller lists in 2007 with What Got You Here Won’t Get You There, talked with Center for Creative Learning’s President John Ryan about his newest best-seller, Mojo: How To Get It, How To Keep It, How To Get It Back If You Lose It. In this excerpt from that conversation, Goldsmith reflects on what matters most for leaders.

This is my favorite coaching exercise. Imagine that you are 95 years old and you’re just getting ready to die. You’re on your deathbed, but before you take that last breath, you’re given a wonderful gift, a beautiful gift — the ability to go back in time and talk to the very person you are right now. What advice would come from the wise 95-year-old you, who knows what is really important in life and what isn’t, what matters, what doesn’t, what counts and what does not count? What advice would that wise old person have for the you that is here right now? And I ask people to answer two questions. No. 1 involves professional advice. That old person wants you to be a great professional. And No. 2 involves personal advice. Then I tell people, “Whatever you are thinking now, do that.”

A friend of mine got to interview old folks who were dying and got to ask this question. Three themes come up, on the personal side, in the answers of old people facing death. Theme No. 1, be happy now — not next week, not next month, not next year. The great Western disease is “I’ll be happy when. When I get the status, the money, the car, the promotion. When I retire. I will be happy when.” A learning point from old people is “I got so wrapped up looking at what I did not have and missed what I did have. I had almost everything. I wished I had taken a few more minutes to appreciate it.”

Learning point No. 2. Friends and family. Many people have wonderful companies that they work for. But when you are 95 years old and look around the deathbed, ain’t no employees waving goodbye. You start to realize those friends and family kind of matter.

Learning point No. 3. If you have a dream, go for it. Because when you don’t when you are 25, you may not when you are 85. It doesn’t have to be a big one, maybe a little one. Go to New Zealand. Speak Spanish. Other people may think your dream is goofy. Who cares? One thing I talk about in the book — the only person who can define happiness for me is me. And the only person who can define meaning for me is me. Other people can’t tell us what our dreams are. We got to figure those out ourselves.

Business advice isn’t much different. No. 1: Have fun; life is short. No. 2 is people. Do whatever we can to help people. The main reason to help people has nothing to do with money or status or getting ahead. The main reason to help people is because 95-year-olds will be proud of you because you did it and embarrassed or disappointed if you don’t.

I’ve interviewed a lot of retired CEOs and ask the question, “What are you proud of?” So far none of them have ever told me it’s how big their office was. All they ever talk about is the people they helped. That’s a good thing about the Center for Creative Leadership; you help people do better with people. Sometimes I get asked a question in business, “Does this people stuff matter?” When you are 95, you know what you learn? That’s all that did matter. That’s the only thing that mattered. And the other advice is saying, “Go for it.” The world is changing. The industry is changing. Old people seldom regret the risk they took and failed. They almost always regret the risk they failed to take.

Marketers Must Adapt to New Trends

June 26, 2010 By: azjogger Category: Marketing & Sales, Marketing & Sales

From World Advertising Research Center

Consumer groups that are typically regarded as “minorities” by marketers will grow to become the majority of the US population over the next three decades.

At the ARF’s Audience Measurement Conference – covered in more detail here – Dr Robert Groves, director of the US Census Bureau, argued several seismic shifts are now underway in the country.

Census forecasting growth from 310 million to 439 million

“Between 2010 and 2050, the US population is projected to grow from 310 million to 439 million – an increase of 42%,” he said. “And one in five US residents will be aged 65 or older in 2030.”

Moreover, Groves suggested that by 2042, groups that are generally categorised as “minorities” – like Hispanics, Asians and African Americans – will make up the largest number of people living in the US.

As a forerunner of this trend, the 2010 Census is aiming to reach 309 million individuals in six different languages, in the form of English, simplified Chinese, Korean, Russian, Spanish and Vietnamese.

Language assistance guides to be provided

While this is expected to cover 97.8% of potential contributors, a further 59 “language assistance guides” will help respondents speaking Punjabi Romanian, Tigrinya and a range of other languages.

Even then, its overall penetration will come in at 99.7%, and in a bid to engage the remaining possible participants the Bureau will look everywhere from grassroots organisations to multinational corporations.

In just one example of the future challenges that will face researchers, an attempt by the Bureau to provide bi-lingual surveys has resulted in highly specific difficulties.

“Some people start filling out the Spanish column, move to the English, and switch back to the Spanish,” said Groves.

The marketing campaign for the Census started in January, the first stage of a $350m effort that is unique in its goal of impacting “absolutely everyone.”

Despite the contrasting backgrounds of the consumers featured in the Census, other factors may play a more decisive role in segmenting the population, according to Groves.

“Socio-economic conditions are our greatest differentiators,” he said.

I am not Happy with my Debt Management Comany–Can I Change to a New One?

June 16, 2010 By: azjogger Category: Human Resources

By Steve J. Jackson

When you are trying to resolve a personal debt problem it can be very frustrating if you feel that your debt management company is providing a bad service. We consider what your options are if you find yourself in this situation. Thousands of people start debt solutions each month and most people are very satisfied with the service they receive from their debt management company.

However, if the service you are getting is poor, this can be extremely frustrating. If you find yourself in this situation your options will really depend on the type of solution you are using.

I am in a debt management plan

A debt management plan (DMP) is an informal agreement with your creditors to reduce the amount you repay each month so that this fits into a budget that you can afford.

The most important thing to understand about a debt management plan is that there is no legal contract between you, your creditors or your debt management company. This means that any of the parties can change the agreement at any time.

Often this flexibility can work against you because it means that your creditors can demand that you increase your monthly payments or start charging interest on the outstanding balances without warning.

However, it can also work for you. If you want to increase or decrease your payments or you are getting hassle from your creditors but feel that your debt management company is not responding, there is nothing to stop you moving to another company.

You can simply stop making payments to your old debt management company and start making the payments to one that you feel more comfortable with. There will be no penalties.

I am in an Individual Voluntary Arrangement

An individual voluntary arrangement (IVA) is a formal legally binding agreement.

Once an IVA is in place your creditors make a commitment to you that they will add no further interest or charges to your outstanding balances. They also agree to write off a certain amount of the debt you owe. These are of course significant benefits. However, unfortunately once you are in an IVA, you cannot change your IVA provider.

Even if you are unhappy with the service you are receiving, the only way you can come out of an IVA is if you stop making your monthly payments. However, you must understand that if you simply stop paying your IVA, it is likely to fail.

At best this would mean that you would be back at square one with any remaining unpaid debts still outstanding. But if you are a home owner, your IVA provider could very well then make you bankrupt.

Choosing the right company

The best thing is of course to pick the right company to work with in the first place. Follow the recommendation of a friend if you can. Failing this you need to do plenty of your own research.

The internet is a great place to start looking for the right debt management company. Have a look at the quality of information that they provide and familiarize yourself with the different options available.

Also have a look at some debt management forums where you can ask questions anonymously and judge the quality of the answers you get. Then speak to 2-3 different companies and choose the one that you feel most comfortable with. The bottom line is that if you decide to do a DMP or you are already in one, it is possible to change your debt management company.

If you want to do an IVA however, changing the IVA provider is not possible once the arrangement is in place. As such, making the right decision about which company to work with at the beginning is very important.

Steve Jackson is a debt adviser from BeatMyDebt.com in the UK. For more quality and unbiased information on Debt Management Plans, visit our website at http://www.beatmydebt.com

Article Source: http://EzineArticles.com/?expert=Steve_J_Jackson

Five Leadership Skills to Acelerate Performance

June 13, 2010 By: azjogger Category: Management, Training

“Leadership is like a muscle. The more intelligently you train, the stronger you get.”

From Center for Creative Leadership, Leading Effectively e-newsletter

John Ryan, CCL’s president and CEO, is a big believer in giving leaders a serious workout. Based on CCL’s research and practical experience and Ryan’s 40 years of leadership in the military, higher education and nonprofits, he advises leaders to step up their leadership training in five areas:

1. Teamwork and collaboration are critical for organizations in two ways. Internally, you won’t get much done without it. Externally, you need partnerships with like-minded firms that advance your strategy, whether it’s developing new products or breaking into emerging markets. But fostering teamwork is not easy. In a recent CCL study, 97 percent of senior executives told us collaboration is a key factor in organizational success. But just 47 percent believed the leaders in their organizations are skilled collaborators.

2. Managing change. In our work at CCL, we have found a few key principles for tackling change. First, view it positively and, of course, with a sense of urgency. There’s no point in fearing change since it’s inevitable and we can’t control it. Second, focus on adapting plans as necessary to external pressures. We all had our strategic plans before the recent recession hit. Some organizations stubbornly stuck with them, believing things would return to normal quickly. Others saw a sea change in the marketplace and adjusted their plans accordingly. Third, it’s important to manage the resistance to change you are bound to see in your colleagues. It’s your role and responsibility to help them understand what’s going on externally and why your organization needs to adapt. Be sure to involve others in the design and implementation of major change initiatives, whether it’s a workforce restructuring or a new product development process.

3. Communication. As an executive with a demanding schedule, it’s easy to be cut off from the rest of the organization. We can all learn a lesson from A.G. Lafley, the retired CEO of Procter & Gamble. He was a great listener, often visiting consumers in their homes or joining them for trips to the store. In addition to being P&G’s CEO, Lafley also established himself as the company’s Chief Listening Officer. He knew that getting good ideas required asking people for input and listening to it very carefully. We should all be Chief Listening Officers in our own organizations.

4. .Learning agility. To succeed in a world where our work is always changing, where challenges are unpredictable and competition abounds, we need to be agile learners. We need to apply our new knowledge. Perhaps most of all, we need to believe we can rise to the challenge. There’s a growing body of neuroscience research that says we can learn new behaviors and modify deep-set behaviors at any age. It takes hard work and real focus, but all of us really can learn new and effective behaviors — and help take our organizations to new levels of performance.

5. .Judgment is at the core of leadership. Fundamentally, it’s about getting the most important calls right — when it comes to both people and strategy. Without good people judgment, you won’t have a strong team. Without a strong team, your strategy will not be executed effectively. Look first of all for men and women who have demonstrated strong performance, integrity and the desire to assume higher levels of responsibility. Watch out for candidates who treat others insensitively and abrasively and put their self-interests above the company good.

Strategy judgment calls require leaders to find new paths. Success depends on asking the right questions, experimenting and constantly adjusting your approach. It hinges even more on your level of humility. Are you too confident in your own judgment? Do you believe too strongly in your old ways of doing business? Do you think that because something has worked many times before, it will work again now? Do you have the humility to understand that even with great collaboration you will not get everything right, and that you can’t know everything yourself?

Companies Have Record Amounts of Cash and They Are Finally Ready to Spend it

June 11, 2010 By: azjogger Category: Financial, Management

By Vincent Fernando, CFA

U.S. companies are holding record amounts of cash right now…and more interestingly their spending plans have changed dramatically since the beginning of the year.

Wall Street Journal:

The Federal Reserve reported Thursday, June 10, that nonfinancial companies had socked away
$1.84 trillion in cash and other liquid assets as of the end of March, up 26% from a year earlier
and the largest-ever increase in records going back to 1952. Cash made up about 7% of all company assets, including factories and financial investments, the highest level since 1963.
In a recent survey of company chief financial officers that Dukes’s Mr. Fraham conducted with CFO Magazine, he found that companies expect capital spending to increase 9% over the next year, compared with 1.5% when he asked the question in December. They expect employment to grow by 0.07%, compared with the 1.4% drop they expected six months ago.

This statistic is surprising. The recovery isn’t simply going as planned for these companies, its proceeding ahead of expectations, despite all the negativity we’ve been hit with over the last two months.

The Five-Minute Rule for Business Advice

June 10, 2010 By: azjogger Category: Financial, Management

By Gregory Galant from Business Insider

A friend of mine who is starting her first company asked me for some advice over coffee on how to structure her angel round. She found an investor who said he wants to invest a significant sum, but they haven’t talked about the terms of the deal yet. The question most pressing on her mind was how to structure the deal: convertible debt or equity,

This friend has a great network. She told me she’d already asked for advice from several successful entrepreneurs and was confused because the advice was conflicting. Different advisors made impassioned arguments for each structure to her (which is no surprise since smart people disagree on this issue).

Resisting the urge to weigh in, I just started asking more questions about:
1) The company
2) Her expectations in the fundraising process
3) The prior conversations with the prospective investor
4) How much money she thought it would take to get the business off the ground.

It quickly became clear she didn’t really understand exactly how either device works or even how the legal process for closing a deal works. The very experienced people she talked to before me just spouted off advice (i.e. what worked for them) without asking questions or getting a basic understanding of her situation.

Instead of waxing philosophic on what an ideal angel is, I just explained what each structure really means and the logistics of closing a deal. It was a huge relief to her because she now understood the choice at hand, and I never told her what to do (aside from get a good startup lawyer).

It made me think back on the precious good advice and the plentiful bad advice I’ve received since becoming an entrepreneur. The good advice usually came only after the advisor took the time, even if only a few minutes, to understand my situation. The bad advice came quickly, sounded good at the time, but often turned out not to be relevant or appropriate.

My only unconditional advice to you is not to take advice seriously if the advisor doesn’t spend at least five minutes understanding your situation first.

Science Developments from Physorg.Com

June 06, 2010 By: azjogger Category: Technology

European aerospace giant EADS is poised to unveil a “hybrid” aircraft which runs on algae fuel, a world first, its technical director said on Friday.The firm will present the machine at the Berlin Air Show (ILA) that runs from June 9 to 13, Jean Botti told the Die Welt daily.
“At the ILA, we are going to fly for the first time a craft with biofuel that has been made 100 percent from algae. That is a world premiere,” Botti said.
“We need a paradigm shift in the aviation industry. We soon need an alternative to kerosene,” he said, adding: “If 10 percent of our fleet is flying with biofuel in 2040, I would be extremely happy.”
Slimy, fast-growing and full of fat, algae is quickly gaining ground as a potential renewable energy source.
The Shimizu Corporation, a Japanese construction firm, has recently proposed a plan to harness solar energy on a larger scale than almost any previously proposed concept.
Their ambitious plan involves building a belt of solar cells around the Moon’s 6,800-mile (11,000-kilometer) equator, converting the electricity to powerful microwaves and lasers to be beamed at Earth, and finally converting the beams back to electricity at terrestrial power stations. The Luna Ring concept, the company says, could meet the entire world’s energy needs.
Shimizu envisions that robots would play a vital role in building the Luna Ring. Teleoperated 24 hours a day from the Earth, the robots would perform tasks such as ground leveling and assembling machines and equipment, which would be done in space before landing them on the Moon. A team of astronauts would support the robots on-site.
Due to the massive amount of solar panels and other materials needed for the project, Shimizu proposes that lunar resources should be used to the fullest extent possible. The company’s plans call for producing water by reducing lunar soil with hydrogen imported from Earth. Lunar resources could also be used to make cementing material and concrete, while solar-heat treatments could help produce bricks, glass fibers, and other structural materials needed for the project.
Particle collision thought to replicate Big Bang forces, may help explain how things exist
by the logic of science, things simply shouldn’t exist.
The best scientific minds of several generations have reasoned that shortly after the Big Bang created the universe, matter and antimatter should have wiped each other out.
“It’s like looking back to the instant where everything began,” said Joseph Lykken, a theoretical physicist at the sprawling research facility near Batavia, Ill. Simply put, the Fermi team sent protons and antiprotons around its underground Tevatron accelerator ring into a head-on collision, which produced slightly more tiny fragments called “muons” than tiny fragments called “antimuons.”
It was a laboratory victory of matter over antimatter, and a minuscule replication of what scientists believe must have happened shortly after the Big Bang, though exactly how matter won out has long confounded them.
Believing that a moon base is essential for exploration of the solar system, Japan has recently announced plans to send humanoid robots to the moon to construct a robot lunar base.
As part of the $2.2 billion project, the robots will begin surveying the moon around 2015, and then build the unmanned base near the moon’s South Pole by 2020.
A Japanese government panel chaired by Katsuhiko Shirai, President of Waseda University, has developed a rough outline of the project. First, the robots, weighing about 660 pounds each, will begin by surveying the moon, taking images of the surface, collecting rocks, and returning the rocks to Earth via rocket for seismographic research. Later, robots will be sent to the moon to construct the lunar base for themselves.
According to the government panel, the robots and the unmanned moon base will be powered by solar panels. The robots will be controlled from Earth, but will also have a high degree of autonomy that enables them to operate on their own to perform certain tasks. Ultimately, the base could serve as a starting point for future robot colonizers, and even human colonizers.
Two NASA robots are surveying a rocky, isolated polar desert within a crater in the Arctic Circle. The study will help scientists learn how robots could evaluate potential outposts on the moon or Mars.
The robots, K10 Black and K10 Red, carry 3-D laser scanners and ground-penetrating radar. The team arrived at Haughton Crater at Devon Island, Canada, on July 12 and will operate the machines until July 31. Scientists chose the polar region because of the extreme environmental conditions, lack of infrastructure and resources, and geologic features. Additionally, Haughton Crater is geographically similar to Shackleton Crater at the South Pole of the moon. Both are impact craters that measure roughly 12.4 miles in diameter.
“We are learning about the awesome potential of human and robot teams,” said S. Pete Worden, director of NASA’s Ames Research Center in Moffett Field, Calif., where the group conducting the survey is based. “Studying how humans and robots can maximize scientific returns in sites such as Devon Island will prepare us to walk on the moon and Mars.”
A twice weekly hip strengthening regimen performed for six weeks proved surprisingly effective at reducing — and in some cases eliminating — knee pain referred to as patellofemoral pain (PFP) in female runners. The study by Tracy Dierks, assistant professor in the Department of Physical Therapy at Indiana University-Purdue University Indianapolis, was based on the theory that stronger hips would correct running form errors that contribute to PFP, even though study participants were given no instruction in gait training. The study used a pain scale of 0 to 10, with 3 representing the onset of pain and 7 representing very strong pain — the point at which the runners normally stop running because the pain is too great. The injured runners began the six-week trial registering pain of 7 when they ran on a treadmill and finished the study period registering pain levels of 2 or lower; i.e. no onset of pain.
“I wasn’t expecting such huge reductions, to be honest,” Dierks said. “We’ve had a couple of runners who have been at level 2, but the overwhelming majority have been a 2 or below.”
The privately-owned US firm SpaceX launched a rocket on its first test flight Friday, in what observers say is a milestone for the space industry and in the race to develop commercial carriers. SpaceX said on its website. It was due to place the Dragon capsule, a mockup of the company’s spacecraft, into orbit.” The first and second stage of the white, 180-foot (55-meter) tall rocket separated successfully, Regardless of the outcome, this first launch attempt represents a key milestone for both SpaceX and the commercial spaceflight industry,” the company said.
The launch represented a key test in developing commercial launchers capable of ferrying cargo and astronauts to the orbiting International Space Station (ISS).

Wellbeing: What you Need to Thrive

June 04, 2010 By: azjogger Category: Human Resources, Management

A new book reveals the essential elements of a life well-lived

By Tom Rath and Jim NHarter, authors of Wellbeing: The Five Essential Elements

“Much of what we think will improve our wellbeing is either misguided or just plain wrong.” So begins the new book Wellbeing: The Five Essential Elements by Tom Rath and Jim Harter, Ph.D.

Rath leads Gallup’s workplace research and leadership consulting practice, and his bestselling books StrengthsFinder 2.0, Strengths Based Leadership, and How Full Is Your Bucket? have sold more than 2 million copies in the United States alone. Harter, Gallup’s chief scientist for workplace management and wellbeing, is coauthor of the bestseller 12: The Elements of Great Managing.

That’s a lot of intellectual firepower. But what could they know about wellbeing that the rest of us, who are intimately aware of our own, have overlooked? For starters, the fact that we overlook too much. As Harter and Rath discovered — through a thorough review of decades of scientific research and a comprehensive global study of more than 150 countries, which gave them insights into the wellbeing of more than 98% of the world’s population — most people don’t know what’s good for them.

For the complete story, go to gallup.com

Why You Have to be a Politician at Your Job

June 04, 2010 By: azjogger Category: Human Resources, Management, Training

By Jan Leslie and William A. Gentry

In the office the word politics makes many of us think of favoritism, back-stabbing and self-promotion at its worst. But workplace politics is present in all organizations and probably always will be. Avoiding or ignoring it limits you and your organization. To be an effective leader you must acknowledge political reality in your organization and develop your political skill.

Politics, at its core, is neutral. There is good political skill, which most people appreciate, and there is bad political skill, which causes a lot of dissension. People who think badly of politics often associate it with negative personal experiences. Someone got a raise that didn’t seem justified or a promotion for which better candidates were bypassed. When politics works to a person’s advantage, however, they are more likely to see it as a justified result of skill and hard work.

Politics: the ability to understand and effectively influence others

What is political skill? We define it, based on the work of Professor Gerald Ferris, a management and psychology professor at Florida State University, and his colleagues, as the ability to understand and effectively influence others for personal or organizational benefit. Politics does not have to be a zero-sum game, so good political skill can bring positive results for all parties, allowing people to tailor their behavior to particular contexts and people and helping organizations unlock their potential. Leaders continually need to adjust to different people and situations, particularly in this economically rocky time. Politically skilled people know how to do that. They can diagnose a situation and adjust their behavior accordingly. They can also rally support for their views because their peers typically perceive them as more competent than leaders who lack political skills.

A lack of political skill, on the other hand, can have serious consequences both for leaders and their entire organizations. Our research at CCL shows that managers who are not politically astute run the risk of being demoted, fired or otherwise slipping off their intended career tracks, inevitably leading to real disruptions in personnel charts and organizational performance. We’ve found that the less politically skilled managers are, the more likely they are to have problems with interpersonal relationships and with building and leading a team. That means they’re more likely to damage their careers, since CCL research has also shown that poor interpersonal skills are the biggest reason promising leaders’ careers go off course.

Leaders who aren’t skilled look manipulative or self-serving

Here’s an important paradox: If you have political skill, you appear not to have it. That’s because skillful political behavior usually comes across as genuine, authentic, straightforward and effective. Leaders who aren’t politically skilled, on the other hand, end up looking manipulative or self-serving. We all know both kinds of people.

Professor Ferris says politically skilled leaders are masters in four crucial areas: social astuteness, interpersonal influence, networking ability and apparent sincerity. At CCL our research has identified two additional dimensions of political skill: thinking before speaking and managing up. As a leader it’s wise to work steadily on each of them. Here’s a rundown of all six:

Think before you speak. Politically skilled managers are careful about expressing feelings. They think about the timing and presentation of what they have to say.

Manage up–and down. Leaders need to skillfully manage up by communicating with their bosses and keeping higher-ups informed. But this can become a double-edged sword; research shows that the people who are most skilled at managing up tend not to invest enough energy in building and leading their teams. True political skill involves relationships with teammates and direct reports as well as higher-ups.

Influence effectively. Managers who are effective influencers have good rapport with others and build strong interpersonal relationships. They also tend to have a better understanding of broader situations and better judgment about when to assert themselves. That, in turn, creates better relationships. Skilled influencers are not usually overtly political. They are seen as competent leaders who play the game fairly. Their graceful political style is taken as a positive, not negative, force within the organization.

Get your cues right. Socially astute managers are well-versed in social interaction. In social settings they accurately assess their own behavior as well as that of others. Their strong powers of discernment and high self-awareness contribute to their political effectiveness.

Network well. Skilled networkers build friendships and working relationships by garnering support, negotiating and managing conflict. They know when to call on others and are seen as willing to reciprocate.

Be sincere. Politically skilled individuals display high levels of integrity, authenticity, sincerity and genuineness. They really are–and also are viewed as–honest, open and forthright, inspiring trust and confidence.

Whether we like it or not, politics are a mainstay of organizational life. As leaders we can pretend they don’t exist, or we can get in the game right now in a positive way.

From Center for Creative Leadership

TV Ads Still Play a Unique Role in U.S.

June 02, 2010 By: azjogger Category: Marketing & Sales, Marketing & Sales

Television advertising continues to resonate with US consumers in a number of unique ways, according to a new report.

The Television Bureau of Advertising, the industry body, and Knowledge Networks, the research firm, surveyed 1,562 people in the country in order to gain an insight into their habits and views with regard to media.

Overall, TV was estimated to boast a daily reach of 89.5% among Americans over the age of 18 years old, the study revealed.

This figure stood at 67.5% for the internet, 60.6% for radio, 38.6% for newspapers, 28.6% for magazines and 14.3% for mobile.

Typical viewer spends 319 minutes a day watching TV

In terms of usage levels, the typical participant spent 319 minutes a day watching TV and 159 minutes surfing the web, with the other channels assessed coming in at least an hour behind on this measure.

Turning to advertising, 60.8% of respondents agreed TV spots were the most “authoritative” form of corporate communications.

This compared with 15.4% who said the same for newspaper ads, while 10.8% afforded magazine ads such a status.

Radio registered a score of 8.6%, while perceptions fell to just 4.4% for the internet, indicating the overall dominance of traditional media in this area.

TV rated most exciting

Television spots were argued to be the most “exciting” by 83.4% of contributors, with magazines in second place on a considerably more modest 6%, and the web in third on 4.5%.

Elsewhere, 85.7% of the panel said TV commercials had the greatest degree of influence, while 78.1% asserted that spots shown on this medium also had more persuasive power than other forms of advertising.

When learning about new products, 71.1% of the sample again handed TV the primary role, with newspapers on 8.9%, magazines on 7.3%, and online on 7.8%.

“By every measure, television reaches more consumers every day than newspapers, magazines, radio, the internet and mobile media,” Susan Cuccinello, the TVB’s svp of research, said.

From World Advertising Research Council