Avoiding Common Professional Pitfalls

🧭 How To Build A Product UX Glossary For Your Team (https://lnkd.in/edyyFgXB), a wonderful article on how to improve internal communication by establishing a shared vocabulary across all communication channels — to avoid misunderstandings with designers, developers, stakeholders and customers down the line. Neatly put together by Lisa Vorobeva. 👏🏼👏🏽👏🏾 🤔 Poor communication is often the main complaint in teams. 🤔 Every team uses its own obscure language and vocabulary. 🤔 Words like home, nav, filter, dialog, pills can mean many things. ✅ Glossary is a central place for terms and phrases we use. ✅ Useful for customer-facing microcopy and internal chats. ✅ Start with a Google Doc, Figma, Miro or anything else. ✅ First, study words that often cause confusion across teams. ✅ For each, write an explanation and meaning for other teams. ✅ Include screenshots to explain the context where it’s used. 🚫 Add stop words: variants that should no longer be used. ✅ Include “translations” to plain language for other teams. ✅ Make ambiguous terms specific (Home → Dashboard Home). ✅ Invite teams to review internal abbreviations and project names. ✅ Specify if a term belong to a specific flow (Dashboard → Tasks). ✅ Set up reviews every 6 months to keep the glossary updated. As designers, we often speak a different language than our colleagues do. It’s not because we are that different from everybody else; it’s just that every field — from engineers to marketing to business — rely on specialized models and ways of thinking that are unknown to people outside that circle. With these models come words, terms and abbreviations that reflect the perspectives and mental models that we all as product or service people use to map the messy, contradictory, confusing and complex real world to our problem space, and eventually to our solution space. Unsurprisingly, one of the most common challenges in every team I’ve been working with is poor communication. As designers and engineers and marketers and business people, we seem to be speaking the same language — but with sharply different accents, often using ambiguous words with very ambiguous meaning. The best thing we can do to indeed speak the same language is to leave less room for interpretation. Speak explicitly. Avoiding generic terms. Avoiding obscure industry-specific terms when speaking with non-designers. Be a bit more precise about what you mean and show what you mean by saying it. A wonderful reminder by Lisa Vorobeva that something as simple as a shared glossary might be a helpful step towards better shared understanding for the entire team. It might not solve all communication issues right away, yet slowly but surely it can help avoid endless debates and friction due to a simple misunderstanding. How do you solve communication challenges in your company? [useful resources in the comments ↓] #ux #design

I was managing an $8,000,000 build in Santa Monica. One contractor's bid was the lowest bid by $400,000. (A significant difference from the other bids) As a general contractor working with subcontractors.  Or  As a developer working with a general contractor. This dilemma is incredibly common. It’s our job as the leader to discern:  • Does the lower bid have sound reasoning behind the decrease?  • Or, is the decrease unwarranted & worth dismissing? Here’s 3 areas to watch out for,  As a passive investor, as a new developer, as a new contractor,  To understand if a bid is properly priced: 1) Normalize the scope before you compare the total with other bids. • A low bid number means nothing until every bidder is carrying the same scope, same quality level, same allowances, and the same inclusions/exclusions.  • That also matters contractually: under AIA guidance, allowances are placeholders, and if actual costs differ, the contract sum gets adjusted by change order.  • So a “cheap” bid built on light allowances is often just deferred cost. 2) Look at the pattern of the low price, not just the price. • If one or two scopes are dramatically low, that is usually a red flag.  • The World Bank guidance is useful here: if the lowest bidder is below others by roughly the same percentage across many subtotals, that can sometimes reflect lower overhead, lower profit, or a more efficient setup.  • But if some items are nominal and others are inflated, FHWA and GAO treat that as unbalanced bidding, which may not produce the lowest ultimate cost. 3) Stress-test the schedule and the handoff scopes. • A suspiciously low bid paired with an aggressive schedule is usually another warning sign, not a bonus.  • If the bidder is vague on sequence, sleeves/penetrations, utility tie-ins, temporary protection, or finish transitions, the number is probably incomplete rather than superior. P.S. Anything you’d add to the 3 that have helped you properly price construction bids? 

Vulnerability builds trust. Accountability keeps it. Most leaders lose it in between. You’ve been told to lead with vulnerability. You’ve also been told to own your mistakes. But what happens when those two collide? That’s the question someone asked me at a fireside chat I hosted in Manila: “How do you balance vulnerability and accountability?” It stopped me. I’d never thought of the two as a pair — but they’re the perfect test of leadership maturity. If you lean too far into vulnerability, people see you as messy or unsure. If you lean too far into accountability, people see you as cold or detached. The magic happens in the middle — what I call responsible vulnerability. 💡 How to balance the two: 1. Lead with self-awareness, not self-pity. Vulnerability is sharing perspective, not dumping emotion. Saying “I dropped the ball” is accountability. Adding “Here’s what I learned and what I’ll do differently” — that’s responsible vulnerability. 2. Match the message to the moment. Not everyone earns the right to your raw truth. In a one-on-one: “I struggled with this decision because it impacted the team.” In a town hall: “We hit a setback. Here’s how we’re fixing it.” Same truth. Different zoom level. 3. Own it publicly. Process it privately. Leaders don’t need to have it all figured out. They just need to show they’re figuring it out. Use emotion as data, not direction. Ask yourself: “What is this feeling teaching me?” “What decision does this situation demand of me?” In short: Vulnerability earns trust. Accountability sustains it. You need both to lead with credibility and humanity. P.S. When have you seen someone strike that balance just right — and what made it land so powerfully?

These 5 mistakes are so common in paid media scaling, yet avoiding them can save your entire marketing budget. For consumer brands, 80-90% of marketing budgets are now dedicated to paid media, but most CMOs scale too aggressively without the right foundation. 1. Skipping Measurement Infrastructure - They scale before attribution, tracking, and analytics are in place. That means they can’t optimize or defend spend when results get questioned. 2. Ignoring Incrementality - They rely solely on platform ROAS, missing the bigger picture. Without proper holdout testing or MMM, it’s impossible to know what’s truly driving sales. 3. Scaling All Channels Equally - This is a tricky one. While you do want to diversify, you want to make sure your brand is ready to tackle additional channels. Double down on what's working, before you move onto what's trending. 4. Blind to Rising Acquisition Costs - Customer acquisition costs have surged between 25% to 40% depending on the channel across Meta, YouTube, and podcast advertising. Yet most CMOs keep scaling spend without adjusting their channel mix or bid strategies to account for this big shift. 5. Underestimating Creative Fatigue - They don’t refresh ads fast enough, assuming more spend = more results. But stale creative leads to rising CPAs and shrinking returns. The bottom line: Scale smart, not fast. Build the foundation first, then accelerate with confidence.

I was a business reporter before moving to PR. 10 things I’d tell anyone in media relations. (Save this before your next pitch call) I remember being on the other side of PR pitch emails. Deleting some in seconds. Saving others to use later when writing stories. I made this for anyone just starting out. To help you create more value for your clients. 01 Find the story Remember, if there's a story, it will sell. No amount of follow-up calls help if you don't have a story. 02 Know the journalist Meet journalists when you don't have an immediate need. Get to know their workstyle, best ways to reach out, kind of news that interests them. Build trust. 03 Personalise follow-ups After sending a press release, ensure your follow-up communications are tailored to add value. You won't say the same thing to a business publication and a B2B magazine. 04 Create unique pitches Avoid sending the same pitch to numerous reporters with "exclusive" in the subject line. Invest time in crafting unique and relevant pitches. Know the publication’s audience. 05 Allocate time to update your media list Keep your media list up to date. Clients expect you to be well-versed in the media landscape, and outdated contacts can hinder your efforts. 06 Manage client expectations Do not chase a journalist just because your client insists. If a story can't fit a certain publication, be polite but firm in your pushback. But be super cautious because if the work can be done, it will be done. If you don't do it, someone else will. 07 Read more, find trends Read newspapers daily to stay informed about industry trends where your client can fit in. 08 Invest in training, self-learning PR agencies and schools should train professionals on how newsrooms work before they make their first media call. Understanding the news cycle is important. PR professionals should also invest in self-learning, especially in content and the use of AI. 09 Use social media to stay up-to-date Check LinkedIn and other social media platforms to verify if the journalist is still with the same publication and covers the relevant industry before making contact. Avoid making calls that resemble those vague credit card sales pitches. 10 Be patient Be patient when contacting journalists or PR colleagues. Wait before reaching out to others if they don't answer, and refrain from immediately complaining about unavailability to the corporate communications team. Bonus tip: Think of Gmail as a search engine. Your subject line should help you show up when a journalist searches the topic even weeks after you sent the mail. Those are the 10 really basic things I keep coming back to.  Hope you find them useful. ✨ PS: By the way, where do you get your news these days?

This is the paradox of founder authenticity: You must be 100% confident in your direction, yet 100% vulnerable about your weaknesses. It's a tightrope walk that defines great leaders. Most founders get this wrong. They project unwavering certainty, hiding doubts. Or they overshare insecurities, eroding trust. Neither works — you need both confidence and vulnerability. Confidence isn't just saying "we'll succeed." It's showing how you'll navigate specific market challenges. It's having a clear plan for your next funding round. It's knowing your key metrics in real-time, anytime. Vulnerability isn't admitting defeat, but acknowledging that your product has flaws, but you're actively fixing them. It's sharing that you struggled with a recent hire, but here's how you're improving your process. In board meetings, confidently present your growth strategy, then openly discuss the execution challenges you're facing. During team all-hands, passionately share your vision, then admit where you need the team's help to fill your knowledge gaps. In customer calls, proudly showcase your product roadmap, then honestly address the features you're still developing. This balance transforms how you lead: → Turn "I don't know" into "I don't know yet, here's how we'll find out." → Replace "We can't fail" with "If we fail, here's how we'll learn and pivot." → Shift from "I have all the answers" to "I value your input." Remember: People don't follow perfect leaders. They follow authentic ones who balance unwavering vision with genuine humility.

Over the past 15 years, I’ve had the privilege of leading global digital and performance marketing teams. Along the way, I’ve seen top global B2B companies stumble when it comes to executing their marketing strategies. Here are the top 10 mistakes I’ve seen—and my tips for turning them into opportunities for growth. 1. Mistake: Skipping Buyer Personas Without clear personas, your messaging will miss the mark. Tip: Invest in detailed persona research to tailor your strategies. 2. Mistake: Neglecting a Robust Content Strategy Content is king, but too often, companies either produce sporadic content or miss the mark entirely. Tip: Develop a content strategy that aligns with each stage of the buyer’s journey. 3. Mistake: Disconnected Sales & Marketing Teams When sales and marketing operate in silos, the customer experience suffers. Tip: Foster a culture of collaboration with shared goals, regular communication, and joint planning sessions. 4. Mistake: Relying on Gut Over Data Marketing should be driven by insights, not instincts. Ignoring data can lead to missed opportunities and wasted budget. Tip: Let analytics guide your decisions and optimize in real time. 5. Mistake: Treating SEO as an Afterthought SEO is often overlooked or undervalued, leading to poor organic visibility. Tip: Make SEO a foundational element of your strategy. Focus on keyword research, on-page optimization, and building authoritative content that drives traffic over time. 6. Mistake: Poor Lead Nurturing Capturing leads is just the start; nurturing is key. Tip: Use personalized, automated workflows to guide leads through the funnel. 7. Mistake: Inefficient Paid Media Spend Overspending or under-optimizing paid campaigns wastes resources. Tip: Focus on high-performing channels and regularly adjust your strategy. 8. Mistake: Overlooking Mobile Optimization With more decision-makers using mobile devices, a non-optimized experience can be a deal-breaker. Tip: Ensure that your website, emails, and content are fully mobile-responsive. 9. Mistake: Underutilizing Social Proof In B2B, trust is everything. Yet, many companies fail to leverage testimonials, case studies, and reviews. Tip: Actively gather and display social proof across all touchpoints. 10. Mistake: “Set and Forget” Marketing The digital landscape changes fast; staying static won’t work. Tip: Continuously audit and refine your campaigns for better results. Avoiding these common pitfalls isn’t just about fixing mistakes—it’s about unlocking the full potential of your digital and performance marketing efforts. By being proactive and strategic, B2B companies can not only avoid these traps but turn them into stepping stones for success. #DigitalMarketing #B2BMarketing #PerformanceMarketing #Strategy #GrowthHacking #SEO #ContentMarketing #LeadGeneration

I’ve spent years living by these words. “Be kind.” The problem is that there’s a fine line between being kind and being a complete pushover. And I see it all the time with female service providers like bookkeepers… they say it’s a caring profession, and it’s good to care and be kind. But we have to set boundaries. Here are 7 mistakes when it comes to kindness (and how to avoid them). 1/ Always saying Yes It’s ok to help, but saying ‘yes’ to every little thing burns you out and sets no limits. 2/ Being available 24/7 Kindness doesn’t mean being on-call all the time. Set working hours and stick to them. 3/ Discounting. No. Full stop. 4/ Avoiding tough conversations Honest feedback might seem harsh but sometimes it’s necessary. If it needs saying, say it. No need to mask the truth. 5/ Letting deadlines slip I’m not talking about you missing deadlines, I’m talking about the clients who are always late giving you what you’ve agreed - or contracted to. Flexibility is important but not at the cost of professionalism. Hold clients accountable to deadlines. 6/ Taking on extra work for free. No. 7/ Allowing late payments. Grace is great, but allowing clients to pay late repeatedly is unprofessional. Set clear payment terms. Enforce them. Remember they are a business owner and so are you. Not everyone has the same heart. Some clients won’t appreciate your kindness so don’t let kindness come at the cost of your business. What would you add? —-------------------------- I’m Zoe and I’m here to help you be the entrepreneur you want to be. Follow me for more.

If you have been fortunate enough to receive a job offer right now, first of all, that is huge. Truly. This is one of the most competitive hiring markets our industry has seen in years. But once the excitement settles, do not lose your nerve when it comes to negotiating. An offer is not a fragile glass sculpture that will shatter the moment you ask a reasonable question. Companies expect some level of discussion, and how you handle this stage sets the tone for how you value yourself throughout your career. Here are some practical tips to help you navigate it calmly and professionally. • Take a breath before responding Thank them, express genuine excitement, and ask for a little time to review. Even 24 to 48 hours gives you space to think clearly instead of reacting emotionally. • Know what actually matters to you Base salary is only one lever. Also consider bonus structure, equity, contract length, remote flexibility, relocation, title, scope, learning opportunities, and team stability. • Do your homework on ranges Look at industry salary data, talk to trusted peers, and understand what is typical for your level, discipline, and location. You are not asking for a favor. You are aligning to market reality. • Anchor your ask in value, not need Avoid framing things as “I need more because my rent is high.” Instead say “Based on my experience with X, Y, and Z and current market ranges, I was hoping we could explore a base closer to…” • Be specific, not vague “I was hoping for something higher” is hard to act on. “Would it be possible to move the base to 115K?” gives them something concrete to respond to. • Prioritize your asks Do not negotiate ten things at once. Pick one or two that matter most. If base cannot move, maybe sign on bonus, remote days, or title can. • Stay warm and collaborative This is not a battle. You are future teammates. Use language like “Is there flexibility here?” or “Can we explore options?” instead of ultimatums. • Get everything in writing If anything changes from the original offer, ask for an updated letter. Verbal assurances can get lost when teams change or time passes. • Remember they already chose you They spent time, energy, and political capital getting you approved. A thoughtful, professional negotiation rarely kills a deal. Silence about your needs can hurt you for years. • Know your walk away line privately You do not have to share this. But be honest with yourself about what would make the role unsustainable long term. That clarity helps you negotiate with calm instead of fear. You worked hard to get here. Negotiating respectfully is not greed. It is part of being a professional in an industry where roles, teams, and companies change often. Starting from a fair place makes every future step easier.

(A note to all my overwhelmed comms managers who are doing it all!!) If you’re in a comms role and suddenly expected to “do PR,” you're definitely not alone. Press isn’t just an extension of marketing, it’s a completely different discipline with its own rules, rhythms and relationships. Over the years, I’ve worked with lots of comms managers who were expected to “just send a press release” and instantly generate coverage. Often, they're given KPIs that simply don’t work in press, because media coverage doesn’t follow the same logic as campaign impressions or email open rates. Below are a few common mistakes I see (as a former journo), usually driven by pressure to deliver arbitrary amounts of coverage, that can actually backfire (and what to do instead.) ❌  𝗡𝗼𝘁 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴 𝗻𝗲𝗲𝗱𝘀 𝗮 𝗽𝗿𝗲𝘀𝘀 𝗿𝗲𝗹𝗲𝗮𝘀𝗲 I know your internal stakeholders think it’s a big deal, but unless it’s a senior appointment, a substantial survey (2k+ sample) that has something new to say, or a genuinely new product/service, a press release is overkill. Focus on the story, not the format. 𝗦𝗽𝗿𝗮𝘆 𝗮𝗻𝗱 𝗽𝗿𝗮𝘆 𝗱𝗼𝗲𝘀𝗻’𝘁 𝘄𝗼𝗿𝗸 Sending a generic release to 200 journalists isn’t outreach, it’s a lot of unnecessary noise. Offer an exclusive where you can. Build fewer, stronger relationships. 𝗜𝘁’𝘀 𝗻𝗼𝘁 𝗮 𝗞𝗣𝗜 Press releases aren’t monthly deliverables. Only send one when there’s actual news. It’s better to pitch strategically than tick a box. Focus on outcomes, not output. ✅ 𝗧𝗮𝗶𝗹𝗼𝗿 𝘆𝗼𝘂𝗿 𝗹𝗶𝘀𝘁 (𝗮𝗻𝗱 𝘆𝗼𝘂𝗿 𝗽𝗶𝘁𝗰𝗵) I rarely pitch to more than 10 target titles. And each one gets a slightly different version - based on what that journalist actually covers. Spend the crafting your pitches, instead of pushing out hundreds of emails. 𝗞𝗲𝗲𝗽 𝗽𝗶𝘁𝗰𝗵𝗲𝘀 𝘀𝗵𝗼𝗿𝘁 𝗮𝗻𝗱 𝘂𝘀𝗲𝗳𝘂𝗹 Open with: why this matters and why now. Then add three concise bullet points max. You’re aiming to save the journalist time, not take more of it. 𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 𝗵𝗲𝗹𝗽 - 𝗯𝘂𝘁 𝘁𝗵𝗲𝘆’𝗿𝗲 𝗻𝗼𝘁 𝗺𝗮𝗴𝗶𝗰 If the story isn’t strong, even the best contact can’t place it. The story always comes first. Showing that you care about a journalist's time and respect their craft, also leads to better relationships in the long run anyway! 𝗙𝗼𝗹𝗹𝗼𝘄 𝘂𝗽 𝗼𝗻𝗰𝗲, 𝘁𝗵𝗲𝗻 𝗺𝗼𝘃𝗲 𝗼𝗻 Polite persistence is fine. Pestering is not. If it’s a “no,” consider reworking the angle or holding it for a better moment. Or if they do respond with a no, ask them what they are working on and how you can actually help. This has led to me securing whole op-eds for my clients as a result! Personally, I prefer the little and often method. Pitch one smart idea a month - a comment, insight or news reaction. If it’s not picked up = save it, repurpose it as a newsletter or post, or pitch it later when there’s a relevant hook. Would love to know how other comms managers have managed to strike this balance!