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EXHIBIT S3-1 What are Canadians doing online? And the

Desktop 1 Playing games Laptop 1 Social media Survey says . . . 2 Social media 2 General browsing Canadians have the highest social 3 General browsing 3 Playing games media network penetration in the world. 4 Banking 4 Banking Eighty-two percent of Canadians use 5 Hobbies/interests and news 5 Hobbies/interests a social network versus 75 percent of Americans.

Tablet Mobile Canadians spend an average of 1 Social media 1 Social media 2 hours 19 minutes on social 2 Playing games 2 Messaging networks each day. 3 General browsing 3 Taking/editing photos of Canadian Internet 4 Entertainment 4 Playing games 91% users have social media 5 News and hobbies/interests 5 General browsing accounts, and 66 percent have used social media in the past month. have a Facebook account, 85% and 57 percent have used Facebook in the past month. have a Twitter account, 46% and 22 percent have used EXHIBIT S3-2 Top social networking sites in Canada by unique visits Twitter in the past month. have a Google+ account, +8% 45% and 13 percent have used Google+ in the past month. 2012 have a LinkedIn account, 2013 30% and 11 percent have used LinkedIn in the past month. have a Pinterest account, +27% 26% and 10 percent have used 1 +38% +96% Pinterest in the past month.

+792%

Facebook Twitter LinkedIn Tumblr Pinterest

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Organizational collect feedback from employees and communicate with each other. The ensure they were on board. informal communication system fulfills Communication Stantec’s brand strategy launched in two purposes in organizations: (1) it The business community recognizes September 2013, but prior to that much permits employees to satisfy their need social media as a multifaceted tool. work took place. A 2011 strategic for social interaction; and (2) it can Some employers prescreen job appli- planning session in Boston featured the improve an organization’s performance cants by searching their Facebook company’s leaders talking about a need by creating alternative, and frequently and LinkedIn profiles or reading their to unite the company under a common faster and more efficient, channels of Twitter feeds. “While the majority of purpose: community. In 2012, Stantec communication. Canadian companies are engaging in partnered with a large global brand social media, most of them aren’t com- consultant and conducted research with Direction of bining the two fundamental pillars— its 13 000 employees. This ensures that Communication Flow posting information and monitoring each employee is able to be a brand Organizational communication can flow what people are saying—with enough ambassador and can communicate downward, upward, laterally, or diago- frequency to build lasting relation- the strategic plan and platform to nally. Let us look at each of these types ships with their customers,” said Katie their clients and the general public. of communication. Delahaye Paine, CEO of KDPaine & This massive communication strategy Partners.2 Some employers, such as the featured formal communication Downward Communication Every City of Toronto, have blocked the use of channels such as office meetings and morning and often several times a day, social media at work, while others are email and informal channels such as managers at UPS package delivery creating their own company networks the company’s social networking site, facilities gather employees for manda- on Facebook to allow employees to use StanNet. tory meetings that last precisely three social media as one of their communica- minutes. During those 180 seconds, tion tools. Formal Versus Informal managers relay company announce- Communication between manag- Communication ments and go over local information ers and employees provides the infor- Communication within an organiza- such as traffic conditions or customer mation necessary to get work done tion is often described as either formal complaints. Each meeting ends with a ­effectively and efficiently in organi- or informal. Formal communication safety tip. The three-minute meetings zations. As such, communication is refers to communication that follows have proved so successful that many fundamentally linked to managerial the official chain of command or is of the company’s office employees are performance.3 part of the communication required to using the idea.4 Stantec went through a major strate- do one’s job. When a manager asks Any communication that flows gic planning renewal process, followed an employee to complete a task, he or downward from managers to employ- by a coordinated brand repositioning she is communicating formally. So is ees is downward communication. based on the community theme. The the employee who brings a problem Downward communication is used to overall strategic platform featured five to the attention of his or her manager. inform, direct, coordinate, and evaluate main aspects. The first was the com- Any communication that takes place employees. When managers assign pany’s purpose statement, which is within prescribed organizational work goals to their employees, they are using essentially a mission statement. Next arrangements would be classified as downward communication. Managers was the listing of core values, followed formal. are also using downward communica- by the promise—another version of Informal communication is com- tion when providing employees with a vision statement. The fourth aspect munication that is not defined by the job descriptions, informing them of was the company’s voice, or its com- organization’s structural hierarchy. organizational policies and procedures, munications plan. This is where com- When employees talk with each other pointing out problems that need atten- munications strategy must be aligned in the lunchroom, as they pass in hall- tion, or evaluating and giving feedback with Stantec’s overall strategy. The last ways, or as they are working out at on their ­performance. Downward com- aspect was implementation, or living the company exercise facility, they munication can take place through any with the new brand and strategy. Prior are engaging in informal communica- of the communication channels we to the public launch, it was crucial to tion. Employees form friendships and described earlier. Managers can

formal communication informal communication downward communication Communication that follows the official chain of Communication that is not defined by the Communication that flows downward from command or is part of the communication organization’s structural hierarchy. managers to employees. required to do one’s job.

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improve the quality of the feedback Lateral Communication Com- has the potential to create problems if they give to employees if they fol- munication that takes place among employees do not keep their managers low the advice given in Tips for employees on the same organizational informed. ­Managers—Suggestions for Giving level is called lateral communication. Feedback. In today’s often chaotic and rapidly changing environment, lateral com- Upward Communication Any com- munication is frequently needed munication that flows upward from to save time and facilitate coor- employees to managers is upward com- dination. Cross-functional munication. Managers rely on their teams, for example, rely employees for information. Reports heavily on this form of communication. How- are given to managers to inform them TIPS FOR MANAGERS of progress toward goals and any cur- ever, it can create conflicts rent problems. Upward communication if employees do not keep Suggestions for Receiving keeps managers aware of how employ- their managers informed Feedback ees feel about their jobs, their cowork- about decisions they have ers, and the organization in general. made or actions they have Managers can use the following tips to receive Managers also rely on it for ideas on taken. feedback more effectively: how things can be improved. Some ✹✹ Seek clarification and specific examples. examples of upward communica- Diagonal Communica- ✹✹ tion include performance reports pre- tion Communication that Share your feelings about the message. pared by employees, suggestion boxes, cuts across both work areas ✹✹ Observe the nonverbal cues from the sender. employee attitude surveys, grievance and organizational levels ✹✹ Be open and avoid being . procedures, manager–employee discus- is diagonal communica- defensive sions, and informal group sessions in tion. When an analyst ✹✹ Verify assumptions and summarize. which employees have the opportunity in the credit department to identify and discuss problems with ­communicates directly Suggestions for Giving Feedback their manager or even representatives of with a regional market- top management. ing manager—note the Managers can use the following tips to give more effective feedback: The extent of upward communication different department depends on the organizational culture. and different organiza- ✹✹ Relate feedback to existing performance If managers have created a climate of tional level—about a goals and clear expectations. customer problem, they trust and respect and use participative ✹✹ Give specific feedback tied to observable decision making or empowerment, are engaging in diagonal behaviour or measurable results. there will be considerable upward communication. In the ✹✹ communication as employees provide interest of efficiency and Channel feedback toward key result areas and things the person can do something input to decisions. Ernst & Young speed, diagonal com- about. encourages employees to evaluate the munication can be ben- principals, partners, and directors on eficial. Email facilitates ✹✹ Give feedback as soon as possible. diagonal communica- how well they create a positive work ✹✹ Give positive feedback for improvement, not climate. A partner in the Montreal tion. In many organiza- just final results. office was surprised to learn that people tions, any employee can ✹✹ in her office found her a poor role ­communicate by email Focus feedback on performance, not person- alities. model, and she took care to more with any other employee, carefully explain her actions as a regardless of organiza- ✹✹ Speak directly and without judgment. result.5 In a highly structured and tional work area or level. ✹✹ Base feedback on accurate and credible authoritarian environment, upward However, just as with information.6 communication still takes place, but is lateral communication, limited in both style and content. diagonal communication

upward communication lateral communication diagonal communication Communication that flows upward from employees Communication that takes place among employees Communication that cuts across both work areas to managers. on the same organizational level. and organizational levels.

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EXHIBIT S3-3 Barriers to effective interpersonal communication

Barrier Definition Example Filtering Manipulation of information to make it more An employee telling his or her manager what the favourable to the receiver manager wants to hear Emotions How a receiver feels when a message is received Reacting negatively to a message when you are upset influences how he or she interprets it Information Information exceeds a person’s processing capacity Texts, emails, phone calls, and meetings can create an Overload onslaught of data that leads to ignoring or even forgetting Selective Interpreting reality based on personal needs, motiva- Employers believing that Millennials spend too much time Perception tions, experience, background, and personality on social media and that they won’t work long hours Defensiveness People feeling threatened, which leads to reactions Verbal attacks, sarcastic remarks, questioning motives that reduce effective communication Mental Models How we perceive the world through a frame of refer- A manager who feels an employee is always ence or assigning certain meanings to communication complaining may use negative nonverbal signals Language Words have different meanings for different people Jargon may be used to communicate among a group, limiting understanding for some members Culture Cultural differences can lead to differences in Canadian communication patterns are detail oriented communication patterns, body language, and the and focus on the individual; Japanese communications way a person communicates focus more on face-to-face and consensus-based open communication

EXHIBIT S3-4 Overcoming the barriers to effective communication

Use Feedback You can ask the receiver if they understood what you said, or you could ask the receiver to restate the message in their own words. Simplify Language Ensure the message is received and understood by using language that is appropriate for the audience. Listen Actively More than hearing but actively listening for full meaning without making judgments or interpretations; place yourself in the sender’s position and empathize with them Constrain Emotions If you are emotionally upset over an issue, you could refrain from communicating until you regain your composure. Watch Nonverbal Cues If actions speak louder than words, ensure your actions and nonverbal cues align with the message.

EXHIBIT S3-5 Active listening behaviours

Do not overtalk Avoid Show interrupting empathy the speaker

Active Paraphrase Make eye Listening contact

Exhibit affirmative Avoid distracting head nods and actions or appropriate facial gestures Ask expressions questions

Source: P. L. Hunsaker, Training in Management Skills, 1st Ed., 2001. Reprinted and electronically reproduced by permission of Pearson Education, Inc., Upper Saddle River, New Jersey.

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How Information to read your email. To learn more about of privacy such sites afford when it email ­communications protocols, see comes to employers and evaluations. Technology Writing Better Emails at the end of the Individuals may forget that once some- Affects ­supplement. thing has been posted to the Web, it is difficult to erase. Although sharing pho- Organizational Instant Messaging Instant messag- tos of drunken partying may seem like a Communication ing (IM) first became popular among good idea, the portrait created might not teens and preteens who wanted to com- leave a good impression on potential Information technology has radically municate online immediately with their employers. As Deanna MacDougal, a changed the way organizational members friends. Now it has moved to the work- partner at Toronto-based IQ Partners, communicate. For example, it has place. IM provides immediate and collab- notes, “If your potential employer • significantly improved a manager’s orative communication and may replace Googles a name and sees your social ability to monitor individual or team the desk phone and email in the future.9 life, that can be good but it can also hin- performance However, IM has drawbacks. Unlike der you. Even with password-protected • allowed employees to have more email, it requires users to be logged on to sites, I think the youth need to be a little complete information to make faster the organization’s computer network in bit more careful.” Geoff Bagg, president decisions order to communicate with one another, of Toronto-based The Bagg Group, • provided employees with more which leaves the network open to secu- adds, “I don’t think you can segment opportunities to collaborate and share rity breaches. As a result, some organiza- your life and say, ‘This is my private life information tions have limited which employees can and this is my work life.’ They’re all use IM in the workplace. intertwined.”11 • made it possible for employees to be fully accessible, any time, regardless of where they are Wikis and Blogs Wikis and blogs are sites for open discussion and col- How Information Several developments in information laborative information sharing that have technology appear to have the most sig- quickly replaced the company newsletter. Technology nificant impact on current managerial Both can be used effectively internally Affects communication: email, instant messag- and externally, allowing employees and ing, wikis and blogs, and social network- customers to distribute and document Organizations ing websites such as Facebook and information quickly. Employees—working in teams or as LinkedIn. individuals—need information to make Social Networking Websites Social decisions and do their work. After Email Email is a quick and convenient networking websites such as Facebook, describing the communication capabili- way for organization members to share Twitter, and LinkedIn have drawn mil- ties managers have at their disposal, it is information and communicate. However, lions of subscribers who voluntarily clear that technology can significantly many people complain about email over- post information about themselves that affect the way that organization mem- load, and it is not always used effectively. can be viewed by any other subscriber, bers communicate, share information, A recent study found that opening nasty unless the user deliberately sets privacy and do their work. Information tech- messages from your boss can harm your restrictions. nology also creates opportunities for health over time.7 While negative email Some employers post job offerings on organizations. For example, colleges messages from anyone had health con- sites such as Facebook and LinkedIn; and universities now have the capabil- sequences, those from superiors resulted others post recruitment videos on sites ity to offer online courses and degrees. in the most significant increase in a per- such as YouTube. In a recent twist, some Over time, these courses could decrease son’s blood pressure. employers have conducted virtual inter- the number of students taught in face- Individuals should remember that views through Second Life, an online vir- to-face settings, while increasing the email tends to be permanent, which tual community.10 Job seekers create an overall number of students who can be means that a message sent in anger avatar—a computer-generated image that reached because of online methods of could come back to hurt the sender later represents themselves—and then com- teaching. on. Christina Cavanagh of the Univer- municate with prospective employers Communication and the exchange of sity of Western Ontario’s Richard Ivey through IM. A recent virtual job fair on information among organization mem- School of Business8 suggests sleeping Second Life included employers Hewlett- bers are no longer constrained by geog- on angry emails before sending to be Packard, Microsoft, Verizon, and raphy or time. Collaborative work sure you are sending the right message. Sodexho Alliance SA, a food and facili- efforts among widely dispersed individ- Email is also not necessarily private ties-management services company. uals and teams, information sharing, and communication, and organizations often Individuals who use websites such as the integration of decisions and work take the position that they have the right Facebook may want to consider the lack throughout an entire organization have

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the potential to increase organizational efficiency and effectiveness. While the economic benefits of information tech- nology are obvious, managers must not forget to address the psychological drawbacks.12 For example, what is the psychological cost of an employee being always accessible? Will there be increased pressure for employees to “check in” even during their off hours? How important is it for employees to separate their work lives and their per- sonal lives? While these questions have no easy answers, they are issues that managers will have to face. The widespread use of voice mail and Bert Folsom/Fotolia email at work has led to some ethical con- Big data can be an effective counterpart to the information exchange gathered through social cerns as well. These forms of communi- media. When Walmart began looking at its enormous database, it noticed that when a hurricane was forecasted sales of batteries, flashlights and Pop-Tarts increased. Now when hurricanes cation are not necessarily private, because threaten, Walmart stocks additional Pop-Tarts along with emergency storm supplies at the front employers have access to them. The fed- door.14 eral Privacy Act (which protects the pri- vacy of individuals and provides individuals with the right to access per- networking sites such as MySpace to see technology now touches every aspect of sonal information about themselves) and if there is any information about a job almost every company’s business. The the Access to Information Act (which candidate’s character that might suggest implications for the ways individuals allows individuals to access government an inability to perform reliably. “Some- communicate are profound. information) apply to all federal govern- times all we find is meaningless chit- ment departments, most federal agencies, chat,” says Drum, “but once in a while and some federal Crown corporations. we’ll turn up something useful, like an How Businesses Can However, many private-sector employees unflattering picture or a piece of infor- are not covered by privacy legislation. mation that really shows what the person Use Social Media Only Quebec’s Privacy Act applies to the is made of.” Social media is a peer-to-peer network entire private sector. Managers need Some businesses are not just using based on some type of user profile, which to clearly convey to employees policies social networking sites for recruiting, allows people to connect with others who on such things as personal Internet and however. They have also placed their may share their interests, activities, or email use, and the extent to which their own company profiles on such sites, even contacts. Because of this link, social communications will be monitored. allowing employees to interact with networks can be created that allow com- each other. They realize that a number of panies to communicate with audiences younger employees are using social net- in a much more personal way. Social Social Media working sites, so they might as well media can play an integral role in engag- Social networking websites such as encourage productive use of the medium. ing employees, consumers, suppliers, Facebook and LinkedIn have become The world of communication is not partners, and even investors. Building resources for employers seeking job what it used to be. Managers are chal- relationships and brand loyalty through candidates.13 Companies large and small lenged to keep their organizations func- social media can be faster and lower in are using these resources to do research, tioning smoothly while continually cost than through traditional marketing.15 form relationships, and fill positions. improving work operations and staying Organizations that use social media More than 350 companies broadcast competitive, even though both the for employees to interact with manage- their job listings to more than 10 million ­organization and the environment are ment can make internal communication registered users of LinkedIn. A manager changing rapidly. Although changing more stimulating, strengthening the cul- looking to fill a key position can use technology has been a significant source ture of the organization and loyalty to LinkedIn to view posted résumés and of the environmental uncertainty facing the brand.16 read an individual’s postings, and can organizations, these same technological Stantec had an intranet portal called even check out a competitor’s site for advances have enabled managers to StanNet. With the brand repositioning potential candidates. coordinate the work efforts of employees strategy came an opportunity to harness Brian Drum, president of executive in ways that can lead to increased effi- social media in a coordinated fashion. search firm Drum Associates, uses social ciency and effectiveness. Information StanNet 2.0 was introduced to give

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Employers have now begun to use social media in the collective bargaining process to keep employees updated and to quash any false rumours. Unions use social media to gain support and to keep their members aware of what is happening on their side. “In collective bargaining . . . a lot of employers are using social media or controlled websites about the status of collective bargaining,” says Len Polsky, a Calgary-based employ- ment lawyer with MacPherson Leslie and Tyerman LLP. Polsky recalls one case where the union leadership negotiated agreements that the membership took issue with. “Had they taken advantage of social media in a greater way . . . maybe the leadership could have aligned itself better with the members’ FPO thinking.”17 Golden Pixels LLC/Shutterstock Golden Pixels

employees features from the social net- big deal out of nothing.” Have you said working sites they were using elsewhere, (or heard) these statements or ones like such as Facebook, Blogger, YouTube, them when communicating LinkedIn, and others. The StanNet 2.0 with friends of the oppo- community sites were launched with the site sex? Most of us prob- FOR internal brand launch and have been ably have. Research shows TIPS MANAGERS ­tremendously successful at engaging that men and women tend employees in communications strategies. to have different com- Getting Started with Social Media 21 Social media proved to be a powerful ally munication styles. Let ✹✹ Explore. What platforms are your customers in helping employees understand, digest, us look more closely at and employees using? and articulate the new strategic platform. these differing styles and ✹✹ Listen. Use Google, Twitter, and Facebook to A sound social media strategy should the problems that can arise see what people are saying about your indus- be based on clear metrics benchmarks in and try to suggest ways to try, your company, and your products. terms of sales, brand awareness, and minimize the barriers. ✹✹ Create a strategy. What business goals can 18 customer service. Organizations need Deborah Tannen, pro- social media support? to plan in advance for criticisms and fessor of linguistics at ✹✹ Choose the right platform. B2B customers are complaints so that responses are quick Georgetown University, more likely to be reached via blogs, LinkedIn, and show that the company takes its cus- has studied the ways that and Twitter, while YouTube and Facebook are tomers’ concerns seriously. A little pre- men and women commu- better for contact with consumers. planning can help turn a negative nicate and reports some ✹✹ Offer unique content. Provide insight on hot experience around when necessary.19 interesting differences. topics, VIP offers, or special deals. See Tips for Managers—Getting Started According to her research, ✹✹ Manage the conversation. Nurture your brand with Social Media on how a business men use talk to emphasize ambassadors and follow up on all feedback. can get social media up and running. status, while women use ✹✹ Coordinate channels. Ensure your social it to create connection. media platforms are linked with your website Tannen states that commu- and other communication channels. Diversity Matters: nication between the sexes ✹✹ Think mobile. Everything needs to be acces- can be a continual juggling sible on a mobile device. The Communication act to balance our conflict- ✹✹ Build relationships. Stay connected in real time Styles of Men and ing needs for ­intimacy, and build gradually. Women which emphasizes close- ness and ­commonality, Source: D. Dimoff, Vice-President, Consulting, Pricewater- 20 “You don’t understand what I’m saying, and independence, which houseCoopers (PwC). and you never listen!” “You’re making a emphasizes separateness

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and differences. No wonder communi- women’s indirectness as “covert” or Writing Better cation problems arise! Women hear and “sneaky,” but women are not as con- speak a language of connection and inti- cerned as men with the status and one- Emails macy. Men hear and speak a language of upmanship that directness often creates. The purpose of the table at the bottom of status and independence. For many men, Finally, men often criticize women this page is to learn when to use the active conversations are merely a way to pre- for seeming to apologize all the time. or passive voice, when to be direct or indi- serve independence and maintain status Men tend to see the phrase “I’m sorry” rect, and how to avoid jargon in emails. in a hierarchical social order. For many as a sign of weakness because they inter- women, however, conversations are a pret the phrase to mean the woman is Procedure way to negotiate closeness and seek out accepting blame, when he may know she Form groups of five or six individuals. support and confirmation. Let us look at is not to blame. The woman also knows Prepare emails that are active, direct, a few examples of what Tannen has she is not at fault. She is typically using and clear for each of the following four described. “I’m sorry” to express regret: “I know scenarios: Men frequently complain that women you must feel bad about this and I do 1. The company has been approached talk on and on about their problems. too.” Women learn to listen with empa- by a large competitor who wishes Women, however, criticize men for not thy, which helps them maintain collab- to acquire the company. Staff are listening. What is happening? When a orative relationships. worried the takeover might result man hears a woman talking about a prob- Here are some guidelines to help in some employee layoffs within the lem, he frequently asserts his desire for facilitate communications when gender next three months. independence and control by offering diversity is present: solutions. Many women, in contrast, view 2. A customer has complained about conversing about a problem as a way to • Assume differences more than simi- an employee via email. You have promote closeness. The woman talks larity. Avoid stereotypes, and do not investigated and found the com- about a problem to gain support and con- assume the other person will react in plaint justified. How do you convey nection, not to get the man’s advice. the same way as you do. this to the employee? Here is another example: Men are • Focus on description rather than eval- 3. Bonus decisions have been made. often more direct than women in conver- uation. Delay your judgment until you Not all individuals will receive a sation. A man might say, “I think you’re have interpreted the situation from the bonus. wrong on that point.” A woman might other person’s perspective. 4. An employee has gone above and say, “Have you looked at the marketing • Be empathetic. Viewing behaviours beyond in meeting a customer’s department’s research report on that from your perspective might lead you request. You want to acknowledge issue?” The implication in the woman’s to misinterpret; try instead to simply the employee’s efforts. comment is that the report will point understand the other person’s actions out the error. Men frequently misread and behaviours.

Active Passive • “The committee determined that the report was • “It was determined by the committee that the report was inconclusive.” inconclusive.” • “I am writing the report.” • “The report is being written by me.” • “Please contact Brian to discuss his concerns about your • “It is suggested that your meeting with Brian was less than effective meeting.” and that it would be appropriate that the matter had further discussions.” Direct Indirect • “I plan to reassign you to one of two different projects. • “We hope to develop two new applications this year. To best use Please let me know if you have any preferences on which your skills, I plan to reassign all team members to one of two dif- application you would like to develop.” ferent projects. Please let me know if you have any preferences.” • “We have selected another candidate for the promotion. • “Thank you for your hard work this quarter. Our selection of a candi- Thank you for your consideration.” date for promotion was taken very seriously. We considered your application very carefully, but another candidate was selected.” Clear Jargon • “When is the proposal expected?” • “What is the ETD of the RFP?” • “Be creative in meeting the target and make sure we’re well • “Push the envelope; get our ducks in a row.” organized.” • “With reference to” • “Regarding” • “To tell the truth” • “To be clear”

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Navigating the Email Telephone Workplace • Be discriminating with the urgent flag. • Consider the telephone when you Communication • Stay away from u, ttyl, 2nite, and need to deal with personal, complex, other email slang. or multiple issues—voice can help Protocols in • Avoid the one-word responses you detect tone. a Technology “okay” and “thanks.” • Ensure that the background noise does • Reply-all is not your friend. not overwhelm the conversation. Age • Never, never, ever call in the bath- In 2000, faxing and letters were com- Texting/IM room. monplace forms of communication in • Forget the emoticons. the office setting. Technology has • Do not text or use IM for business Face to Face advanced rapidly and changed the rules, purposes unless these forms of com- but maintaining social protocols remains munication are a big part of your cli- • Set your phone on vibrate unless you important. Poor etiquette and the exces- ent’s or company’s culture—they are must receive a very important call, in sive use of smartphones and cellphones too informal. which case ask the person if it is all have led to the term “cell-fishness.” • Keep in mind that throwing a “jk” after right to leave the phone on. Here are some tips on how to be profes- a jab does not make it less of a jab. • Do not check your phone every two sional in the age of thumb typing and minutes when you are with someone finger swiping.22 Voice Mail face to face. • Use office voice mail mainly to let • Do not be “cell-fish”—have an unin- Social Media people know how they can find you. terrupted, focused conversation. • Do not gripe about or jab at your • Leave messages longer than the five- Business Cards company, even as a joke—the digital second “Hey it’s me, call me back” record is permanent. and shorter than 30 seconds. • Hand out your card only on request— • Accept Facebook requests from your • Be aware that caller ID is reducing it is not candy. superiors but not your subordinates. the need for messages—more and • Keep your hashtag, blog, and url off • Keep your LinkedIn network primar- more people do not retrieve their the card—just give basic contact ily for business purposes. messages. information.

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