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Former RNC Digital Director Talks How to Fight Back Against Online Assault on Democracy

Cyrus Krohn is the Author of Bombarded! How to Fight Back Against Online Assault on Democracy

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Cyrus Krohn has been a cutting-edge communicator, digital innovator and new media executive for over 20 years. Krohn is currently Senior Vice President of Business Development at Civic Science, Inc. He advises businesses including Democracy Live, a voting technology company and Element Data, Inc., focused on decision intelligence software. He managed acquisition of the Cheezburger Network, one of the world’s largest digital media companies focused on humor and entertainment, to Literally Media. Prior to Cheezburger, Krohn co-founded Crowdverb and sold the start-up to WPP, the world’s largest communication services group. Krohn has worked as a senior director and executive producer at technology companies including Microsoft and Yahoo. Watch as Cyrus discusses his new book, Bombarded!, with PolitiCrossing Founder, Chris Widener.

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In 2013, Krohn was named one of the Top 50 digital political strategists in the United States. Krohn served as director of digital strategy for the Republican National Committee’s eCampaign Division. He joined the RNC following two years at Yahoo! as director of content production and election strategy. Krohn worked under well-known Hollywood media executive Lloyd Braun at Yahoo! Media Group in Santa Monica, California, creating original programming.

Prior to Yahoo!, Krohn spent ten years at Microsoft. He was Slate Magazine’s first employee and then publisher while the webzine was owned by Microsoft. While publisher, Slate reached profitability and won a National Magazine Award for General Excellence Online. He is editor of the Slate Diaries, published by Public Affairs Books. Krohn also managed the political advertising effort for MSN.com, the Microsoft Network and was executive producer at MSN Video.

Krohn worked in CNN’s Washington, D.C. bureau producing Larry King Live and Crossfire and served as an intern in the Old Executive Office Building (OEOB) and White House for Vice President Dan Quayle. Krohn served as president of the Washington State News Council, an independent, nonprofit, statewide organization whose members share a common belief that fair, accurate and balanced news media are vital to our democracy.

Krohn graduated from Lynchburg College and served on the Board of Advisors of the George Washington University Institute for Politics Democracy and the Internet and the E-Voter Institute. He has lectured on the impact the Internet is having on the political process at the 2013 Personal Democracy Forum, University of Michigan Knight-Wallace Fellows, Johns Hopkins University, American University, George Washington University, Georgetown University, University of Pennsylvania, The Aspen Institute, Harvard and MIT.

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Chris is the Founder of PolitiCrossing, one of the World's Top 50 Speakers and a member of the Motivational Speakers Hall of Fame. He considers it a privilege to be able to speak to people, help them lead successful lives, become extraordinary leaders and, masterful salespeople. Chris has authored twenty-three books with three million copies in print in 14 languages and over 450 articles on success, leadership, sales and motivation.



 
 
 

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Business

Smart Move in a Rough Economy: Help Your Boss to Shine

Stay on top of your job, your department’s goals, and your company’s objectives

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Making your boss look good can only reflect favorably on you. Both your boss and his or her supervisors will appreciate this.

The best way to make your boss look good is to handle your work efficiently and thoroughly. If your boss is fair, he or she will give you credit for the work, increasing your chances of promotion.

If your boss is not doing his or her share of the work, leaning on you unfairly without giving you the credit, it’s still likely that you’ll be promoted when your boss is promoted. That person knows you’ve been doing more than your share, and he or she won’t be able to take a new position without your help.

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Becoming a Mentor to Others

Maybe you’re only 27 years old, or perhaps you’ve only been with your present firm for a year and a half. Yet, with your previous experience and achievements, you may already be in a position to serve as a mentor to junior members of your organization. This can be accomplished on an informal, ad hoc basis, and you can literally choose the amount of energy you’re willing to commit. Helping junior members always looks good to those above you, especially at performance review time.

Stay on top of your job, your department’s goals, and your company’s objectives. This three-way strategy includes reviewing your job description, deciding precisely what your department’s goals are, and determining your company’s objectives:

Your Job Description

First, knowing your job description and honoring it, or amending it if necessary, protect you from any misunderstandings. It will also give you an idea of the part you play in the total picture of the organization, an important factor in your work satisfaction and chance of promotion.

Your job description ideally contains all the important activities of your position, the knowledge you need to have or acquire to perform those activities, and some sense of your overall role. If your job description does not adequately detail the information you need to know and the responsibilities you have, now is the time to change it.

Company Goals

Second, learn and understand the goals of your part of the company. By whatever method your organization is broken into groups — department, division, project team — your group has objectives.

Goals are important to guide actions as well as to mark milestones. Knowing your group’s goals will help you to set priorities for your own work and make wise decisions concerning how jobs can best be done.

What is the Mission?

Finally, be aware of your organization’s mission. Any organization, from the smallest business to the multibillion-dollar corporation, has a mission. If you don’t already know it, find out. Your organization’s brochure, annual report, promotional literature, or employee handbook will have the mission spelled out.

The mission will unify and give meaning to all the division or department goals. Although conflicts among divisions will occur because of the nature of different responsibilities, a solid base can be produced when all employees realize the overall mission of the organization.

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Business

Lessons of the 2020s: Unanticipated Events Happen

Unforeseen tasks that arise represent intrusions on our mental and emotional state of being as well as on our time

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By now, nearly everyone has mentally marked the first few years of this decade as strange and, for those on the right, entirely upsetting. While we can’t guard against the unknown, or anticipate radical moves emanating from Washington DC, we can seek to do our best with what we have and what we know.

Each day when you compose your to-do list and begin proceeding merrily down it, do you take into account what is likely to occur in the course of a day? No matter how well we organize our lists and how productive we are in handling the products and tasks unexpected obligations, interruptions, and other developments arise that are going to throw us off.

How do you react when you are humming along, and all of a sudden, you get an assignment from out of left field? Perhaps your boss has asked you to jump on something immediately. Maybe a client calls. Maybe something gets returned to you that you thought was complete.

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To Be Flustered No More

If you are like most professionals, you immediately will become flustered. The intrusion on your time and your progress means that you are not going to accomplish all that you set out to before the end of the day. Is there a way to proceed and still feel good about all that you accomplish?

I believe there is, and it involves first making a miniature, supplemental to-do list that accurately encapsulates the new task that you need to handle. Why create this supplemental to-do list? It gives you focus and direction, reduces anxiety, and increases the probability that you will remain buoyant at the time of its completion and be able to turn back to what you were doing before the task was assigned.

If you don’t compose such a list, and simply plow headlong into the unexpected challenge that has come your way, you might not proceed effectively, and you might never get back to the to-do list on which you were working.

Anticipating the Unexpected

Unforeseen tasks that arise represent more than intrusions on our time; they represent intrusions on our mental and emotional state of being. Some people are naturally good at handling unexpected situations. Most of us, however, are not wired like this. Interruptions and intrusions on our workday take us off the path that we wanted to follow, and tend to be at least momentarily upsetting.

So… when executing the items on your to-do list, proceed ‘knowing’ that there will be an interruption of some sort. You don’t know when it is coming or how large it will be, but it will pull you off course. The key question for you is: can you develop the capacity to maintain balance and equanimity in the face of such disruptions?

The good news is that you can, and it all starts with acknowledging that the situation is likely to happen, devising a supplemental checklist to handle the new task, and as deftly as possible, returning to what you were doing.

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