When I started WorkLoveLife in February 2008, I had no idea it would take me where I am today. What nobody tells you when you start a blog is that you will become a junkie. First, you’ll start devouring other people’s blogs in your genre. Then you start commenting on their blogs, and then you figure out that when you do that you get more readers. Oh that’s neat, you think. I wonder what else I can do to get more readers…

It spiraled out from there. As I grew WorkLoveLife, I began to run across concepts that I was already working with in my day job in marketing. And I was intrigued. Here I had been MySpacing, Facebooking (um, anyone else remember being on Friendster? I was there), Flickring, tagging and tweeting, and mixed up in all this craziness was marketing.

I wrote a few posts that really had nothing to do with Work, Love or Life, but had everything to do brand image, marketing, and social media tools. And they were some of my favorite posts to write. And scrolling through my feeds every day, I would star dozens of articles daily that I wanted to blog about… but they just didn’t seem to fit what I was doing with WorkLoveLife.

One night, not long after my day job had a serious sputter, I sat on the phone with Penelope Trunk, trying to figure out my next move when she spits out the most preposterous idea. “You should be doing social media, Holly,” she says matter-of-factly, as if she’s been reading my tea leaves. “You do it all already. Just start a blog and round out your resume with some bullets by offering to do some social media campaigns for local businesses and friends.”

I considered this and found it hard to swallow that I could offer my thoughts to others on this subject. Then I started looking around my community and saw a major hole. Nobody, and I mean nobody, had any clue when it came to social media. I met with the community in San Antonio, and god love ‘em, they encouraged me. “Holly is social media in Corpus Christi,” Luis Sandoval told someone as he introduced me. And the truth of it hit me. If nobody filled the hole, the snake oil salesmen would show up soon, and I couldn’t have that happen – not to my community, not to social media.

That was about a month ago. Voila, blog. Hello, social media marketing portfolio. And you know, I even ended up falling for the guy who was running the political action group I offered to do a Facebook promotion for.

I love social media.

My new blog is HollyHoffman.com. It’s in it’s infancy, so keep checking back for updates – first up, RSS so you don’t need to keep checking up. And WorkLoveLife isn’t going anywhere. Just doubling up the blogging efforts!

In the meantime, you’re cranking away in front of your PC from 8 a.m. to 6 p.m., fearing layoffs and keeping an impatient eye on the recession economy.

Here’s the thing though: you shouldn’t just be biding your time in your stuffy corporate job. I found in high school and college that the level of my education was entirely up to how much I wanted to learn. I’ve always been one for making the most out of a less-than-ideal situation, and my corporate job is no exception.

I do my job like it’s my own business. I run it like a business, like a separate entity that provides a service to the corporation I work for. I’ve heard it called “innerpreneur” or “interpreneur.” When people ask who I answer to, my boss tells them that I’m like my own little company. Of course, I still answer to him, have to keep regular business hours, only get my allotted 10 vacation days, etc. But he considers me to fairly independent.

Just like in school, I have two options: I can do what’s needed to get by, or I can make the best of it and really learn something useful. Even if you have a lot of built-in structure in your role, you can still take your position and see how to run it like your own company. It’s great practice for when you finally do have your own company, and your superiors will start to be a lot like my parents were when I was in school – they’ll give you more and more freedom as they see you handling it on your own.

What services do you provide?
The most important question you will ask yourself as an entrepreneur is, what am I providing? As an innerpreneur, you need to ask the same question. As a marketing research analyst, I provide accurate, timely research to my clients that is easy-to-understand and useful in their roles.

Who are your “clients”?
As an entrepreneur you will need to determine who your target consumer or client is. In your corporate job, you also have “clients” – those people who consume your services. It might be a certain department or set of departments; it might be your boss. In my corporate role, my “clients” are the advertising departments of four regional branches of our company, as well as smaller clients in other departments.

Have a marketing plan.
By now you’ve certainly been given the advice to “sell yourself” or “toot your own horn.” I never really understood what people meant by that. Was I supposed to run around telling people how wonderful I was at my job? Not quite. I figured this out during the recession when I saw my industry making sweeping layoffs. I knew I needed to sell my position. I set to work selling my services to my clients. I made a list of the services I provided and the benefits to my clients. In other words, I started emailing the managers of the advertising departments and talking directly with the account executives about what I could do to help them do their jobs better.

I do seasonal marketing. I send emails during the holidays (a busy selling period) letting the advertising departments know how I can save them time, and I use the slower periods to extol the virtues of our planning software and my training opportunities. It works. That’s how you sell yourself, and avoid layoffs.

What are your profits and losses?
As the owner of a company, you’re going to get pretty familiar with P&Ls (profits and losses). This is basically a ledger of what’s coming in and what’s going out. I like to think of this process as doing a return on investment (ROI) on my position. Your salary is your “losses” – that’s how much your “business” is spending every year. It’s probably hard to quantify your “profits” – that’s how much you bring in for the company. You probably don’t have a revenue-producing role; it’s most likely more indirect. As a research analyst, I can tie my role to revenue through the research I provide to our advertising department to facilitate sales. Try to think of your position in terms of this. The closer you can tie yourself to revenue, the more secure your job will be.

Are your “clients” satisfied?
Just like I would in my own café (that’s the business I hope to one day own), I check up with my clients to see if they’re satisfied with the services I’m providing. I check in with managers, account executives, my boss, and our corporate offices regularly to see if they’re getting everything they need from me when they need it. I ride out on sales calls periodically to see my product used in the field, and I survey my clients to see what’s missing. I go back to my boss or corporate offices when necessary and/or make adjustments accordingly.

Is there a more efficient way to do this?
One thing we all say we’ll do when we own our companies is cut out all the red tape. If you’re in a publicly traded corporation, there’s only so much you can do (thank you, Sarbane-Oxley) to cut out certain kinds of bureaucracy. But you can eliminate inefficiencies in your role. The four branches I provide services for were running the same report four different ways. I found a way to streamline, and our corporate offices are considering adopting the changes across all 14 branches we own now.

Have a processes manual.
Good god, I do a lot of stuff. I run various weekly, quarterly, twice-yearly and yearly reports. Some need feedback from my “clients” and the rest are run from five different databases. There are processes for running those reports, training new executives, organizing research studies, cleaning up databases, updating research slides, ad nauseum. There’s no way I can keep all that straight in my head. And what happens if I get promoted, laid off, hit by a bus, or move to another company? I’ll have to spend my last two weeks trying to do a brain dump the size of a small country. So, I keep a processes manual. I record how I run this or that report, what it’s used for, who needs it, how often, etc. I also keep track of the flow of these processes. How do the requests for services come in, to whom do they travel when they are completed?

Have job descriptions.
If you’re thinking of running your own show one day, you’ll need to read “E-Myth Revisited.” In it Michael Gerber talks about how even if you’re a one-man show for a while, one day you don’t want to be. You will play a nominal role in your company (if you so choose), watching it run like a well-oiled machine from a distance. It will be a thing of beauty. He recommends that you create roles for your company – a VP of marketing, production, and sales; managers; produc
ers; etc. where applicable. The idea is that even though your name is penciled into all those roles now, later it won’t be. So, I did that with my job. I came up with job descriptions for the different hats I wear, the various services I provide. Sure, they won’t grow like a business would; one person will probably do all those jobs in this position, but I know how to describe every job I do. And my bosses and predecessors will know as well.

What are your hours of operation?
Yeah, I know. You probably don’t have a lot of control over this. However, you might have more than you think if you start thinking about it. It makes sense for my “business” to be open from 8 a.m. to 5 p.m. or 9 a.m. to 6 p.m. because that is when my “clients” need my services. That’s when they expect me to be open for business, so those are my hours. If I could legitimately tell my boss that different hours of operation would be better, say because I’m now dealing with outsourcing to India, he would probably give me a fair hearing because everything I’ve done until now has shown that I have buy-in with my “business.”

Photo by ballgame68 via Flickr.

If people are the greatest resource a nation has, then a primary goal of government is to inspire those people to do what is necessary to make that nation great. This is simply an exercise in the marketing of ideas on the grandest scale. While McCain might be a maverick who can help to clean up Washington, Obama is the candidate who has nailed the ability to communicate and inspire people to do more. Inspiring confidence and communicating with people may mean more than any bill either candidate can get signed into law.

– From “Marketing and the Economy; Why America Needs Obama and Coca-Cola” by Joe Marchese, MediaPost

This post may be too late for some, and I actually considered not posting it. I’m not very eloquent about my political beliefs – my expertise is in marketing. Then my mom told me she was still undecided. So this one is for you, Mom.

I’ve been in marketing for about a year and a half now. I’m no Guy Kawasaki, but I’ve really taken to the field. I’m fascinated by what motivates people to make a purchase, choose a certain product or brand, and how pyschographics plays into that. So, when Ad Age named Barack Obama Marketer of the Year, I wasn’t surprised. The man is a marketing genius. I actually think this is why people compare him to JFK. It’s not so much the youth thing – it’s the agent of change thing.

Whether or not you agree with the issues, I think you should vote for Obama.

Obama is the candidate that has been able to inspire large chunks of the population to believe that things can change for the better. Whenever I’ve had conversations with my acquaintances and friends about why I am voting for Obama, I cite consumer confidence.

Either way, I think the markets will see an upswing after Nov. 2. Any change in leadership is a positive one, in my opinion. But I think we will see a greater upswing in national confidence if Obama is elected. For one thing, other great nations would like to see Obama as president. If he were elected, I think you would see faith restored in the international markets.

If McCain is elected, a large portion of the population will be left dejected and with a total loss of faith in their nation. This election is more to us than any other election. For someone my age, the belief that I can, along with my fellow Americans, create lasting and vital change hinges on the outcome of this election. Obama has been able to inspire a historically apathetic voting demographic to become involved in politics, to show up at the polls (I’ll be voting for the first time since 2000), and to take an earnest interest in the future of their nation.

McCain simply doesn’t connect with people on that level. If McCain is elected, my belief in America as a great nation that can lead the world into an era of positive change will be shattered. I will know that my nation has failed the vision test, that I live in a country blinded by fear-mongering, hatred and impotence. Change will be slow, not swift. We will have elected a corporation where we needed a start-up. It will be titanic effort instead of nimble agility, which is what we see with brands that “act small” versus the colossus of slow-to-change industries.

It takes more than wielding power to get a law passed. Like Joe Marchese said earlier this month in an article on MediaPost, the American brand has taken a beating recently. Which message would we like to send our nation and to other nations – one where we’re too blinded by fear of change and backward-looking issues to make the leap of faith, or one that stands for change, belief and hope?

I for one, regardless of the issues, because let’s face it – it’s less about abortion, the economy, and oil than it is about the kind of nation we’d like to have, would like to put our nation’s best face forward. I don’t think that’s what McCain will be about. I want a strong person in power who is ready to lead this nation into the 21st century. It’s not about the issues – it’s about the message.

What message do you want to send?