The Six Characteristics of Companies That Are Winning the Digital Game

I recently spent several days with digital tool and media companies who aim to change the core operations of marketers through very cool new analytics and workflow capabilities. Adobe and Google, in particular, have ambitious strategies behind their offerings that, if marketers adopt them, will remake fundamental aspects of how organizations operate -- their speed, their accountability, their adaptability, their ability to mobilize a broader ecosystem of digital service suppliers, and even their creativity.

All of these changes are meant to enable marketers to better exploit the capabilities of digital/social/mobile channels. BUT, at the highest levels in many companies, the culture, focus of leadership, incentives, and management mechanisms are simply not set up to enable the transformations to happen. Across several dozen deep interviews we have done with Chief Marketing Officers, digital leaders, agencies, and media providers, we see six characteristics in the companies whose leaders are able to make broad digital change happen: 

Align at the top: Across the executive suite, there not only is a digital steering committee to evaluate investments, but there is also a common base of beliefs about the core changes that digital is forcing the company to make in its strategic direction and operations. Everyone knows the priorities, their economic implications, and the trade-offs the company will make as it drives forward

Commit to the : In the strategic and marketing planning processes, business units must describe their perspective on the changing decision journey and how it is affecting their plans. They have rich depictions of different personas, understand the key "battlefield" touchpoints that matter, and aim not only to win those battlegrounds, but also to reshape the decision journey in their favor. They allocate spending from a balanced perspective across the whole journey, not just starting with brand consideration and customer acquisition, but giving a complete look at all of the stages in the journey and sorting out the right portfolio of investment. They are agnostic about whether they should spend on acquisition, retention, engagement, or service, and let each brand/geography sort out what the best growth route is for themselves.

Have fingers on the pulse: They continuously evaluate their in-flight marketing programs for improvement opportunities. They design what they do to have embedded tests that can flag new ideas to adopt and scale, and they look at leading indicators, such as social buzz, search volumes, or various engagement measures to get quick reads on whether an idea is getting traction. With tight links to their agencies, legal teams, and media partners, they get changes or new ideas out quickly, in response to feedback or what they see trending generally in the market. The whole attitude is much more that of a newsroom than a movie studio.

Stay flexible to re-allocate: When plans are done for many companies, they lock in spend with media partners up-front or to specific business initiatives. Digital change leaders give themselves much more slack. They hold back 30-40% of their budgets to allow opportunistic changes in spend. They work as a cross-functional team to decide whether to move money from one objective, such as price promotion, to others, such as post-purchase engagement. Teams have shared accountabilities for total brand performance, and they fight against the growth of narrow silos that often proliferate as managers get stuck focusing on just search, social, promotions, etc.,

Think like a designer not a campaigner: Recognizing that much of their digital/social/mobile spend is on experiences that customers must engage with to be valuable, they think about the design of these experiences like a software developer. They test usability, try small-scale pilots, track detailed data on how people interact, and constantly tweak. Better tagging systems on sites now go much deeper than the page to assess engagement with specific modules within a page. These marketers have a tight link between marketing and a dedicated group of IT programmers (sometimes outsourced to agencies).

Cultivate digital talent: Many companies are finding it hard to fill senior digital roles. They are also struggling to get sufficient talent with basic analytic skills embedded in all of their business units across brands and geographies. Therefore, leaders are explicitly focusing on nurturing digital talent. They are centralizing some teams in regions or at a category level to give them a sense of community and career tracking. They are delivering digital academies with creative, hands-on curricula.
We are asking our clients to assess themselves on these six criteria. When they do, it becomes clear that just adding new tools or changing one's agency mix is not sufficient to drive the change. They need tough decisions on the culture, pace, and style their organizations should have. They need alignment on how they want to strategically compete. It often comes down to how an executive team manages itself.

Has your executive team had the honest discussions needed to foster sufficient digital change?
Learn more about organizing for growth and other topics at the Chief Marketing & Sales Officer Forum site, and follow us on Twitter @McK_CMSOForum. And please follow me @davidedelman.

Posted on Linked In By David Edelman

How Facebook Exploits Your Private Information

You have willingly told Facebook who your friends are, what your hobbies are, how old you are, where you live and whether you are in a relationship or not. What's more, Facebook knows what you like and dislike, what your interests are, what your favourite movies and songs are - simply from the updates you share and the 'like' buttons you press. The big question is: are you happy for Facebook to exploit what they know about you?

The entire Facebook business model is based on the effective use of your data. Here is the deal: they give you a free social media platform to use and in turn sell advertising and insights based on what they learn about you. Today, Facebook has massive capabilities to collect, store and analyse data - what we call 'big data analytics'. This allows Facebook to sell very targeted advertising - e.g. 'someone living in the Mid-town district of Manhattan, who is single and who is interested in baseball and likes pizza'. This kind of knowledge is a marketeer's dream!

But Facebook goes beyond simply analysing and 'mining' the user profile data you have shared and the up-dates you have written. USA Today revealed how Facebook tracks you across the Web. Basically, when you create an account, Facebook inserts a 'tracking cookie' into your Web browser that allows Facebook to track each website you are visiting. This means when you are logged into Facebook and then browse the web (completely separately from your Facebook activities) Facebook knows what sites you are visiting.

There's more: Cnet reports that whenever you click a Facebook 'like' button on any website, your preference is not only shared with your friends and on your profile, but data about your interests is sent back to Facebook's servers - ready to be provided or sold to their advertising partners. What's more, personal data is exchanged when you use apps like FarmVille or Words with Friends via Facebook. It has even been reported that signing up for these apps will give those companies who created the apps access to your personal data - even details you specifically told Facebook to keep private.
One more: Facebook has also invested in image processing and 'face recognition' capabilities, that basically allow Facebook to track you - because it knows what you and your friends look like from the photos you have shared. It can now search the Internet and all other Facebook profiles to find pictures of you and your friends. Face recognition allows Facebook to make 'tag suggestions' for people on photos you have uploaded but it is mind boggling what else they could do with technology like that. Just imagine how Facebook could use computer algorythms to track your body shape. They could analyse your latest beach shots you have shared and compare them with older ones to detect that you have put on some weight. It could then sell this information to a slimming club in your area who can place an ad on your facebook page. Scary?

Here are my questions: Are you comfortable with Facebook using your data? Maybe you see it as a step forward where Facebook can find your long-lost friends and you like the fact that Facebook can recommend relevant products and services. Or does this all feel a little too much like 'Big Brother is watching you'? Do you see it as an intrusion of your privacy and does it scare you that Facebook knows everything about you and could exploit and sell what it knows? Does this make Facebook too powerful? What do you think? Share your views...

Here are ways to better protect your privacy:

1. You can tighten your settings security settings on your Facebook account. Here is a great list of the top ten must-know security settings for Facebook.
2. You can download software to block all tracking activities of your web searches or make any tracking attempts visible. Two tools to look at are Ghostery and DoNotTrackMe
3. You can use the 'InPrivate' mode of Internet Explorer, the 'incognito' browsing when you use Google's Chrome or 'private browsing' option in Safari. This will disable the browsers to store information about your web searches.
4. You have to read the terms and conditions of any apps you download and use. You can check the privacy scores of any current Facebook apps using tools like PrivacyFix

Posted by: Bernard Marr on Linked In

10 Ways To Be Sensationally Successful At Your New Job

You just got a shiny new job, at a great company. Congrats! Your first day at a new job can either be the first day of the rest of your life… or the first of a series of endless “Groundhog Day” experiences, where every day feels the same and your new job quickly seems just like the old job.
To make sure that doesn't happen, here are ten things to do differently and help you stand-out:


1. Behave as if you’re still being interviewed.
Once you’re hired it’s natural to feel a sense of accomplishment. It’s easy to assume you belong.
After all, they hired you, right? You’re awesome! And the company is brilliant for having recognized your awesomeness. High five!

Not so fast. Sure, you got hired, and in fact you may be awesome, but you haven’t actually done anything for your new company yet. All you've really shown is that you can get the great new gig.
Now you need to prove you deserve it.

Think of your first thirty to ninety days as an extended interview. Show up every day thinking you need to prove you deserved to be hired. You'll work harder, work smarter, won’t take anything for granted… and in short order you will prove you belong.

2. See your manager as a person you help, not a person who tells you what to do.
Yes, in theory, your manager gets to tell you what to do. In practice, that's probably not why she hired you.

Here’s a better approach: Your manager has things she needs to get done. See your job as helping her get those things done. The more you help her achieve her goals and targets the more highly you will be valued.

Plus you’ll find it’s a lot easier to work hard when you feel you’re helping someone instead of obeying them. And you’ll enjoy your work more too – it’s a lot more fun and an infinitely more rewarding to help than to comply.

3. Build relationships based on performance, not conversation.
Great companies with great cultures welcome new employees to the fold. Other employees go out of their way to meet and get to know you.

That’s awesome, but work still involves work, not just conversation. Be nice, be friendly, be yourself – but always remember that the best working relationships are based on respect and trust, and respect and trust are based on actions and performance, not just on words.

Prove yourself. Pitch in. Help out. Follow through. Meet every commitment. Earn the respect and trust of others and you will build truly great professional relationships.

And you’ll build some great friendships, too.

4. Go the extra mile early – and often.
Early on you probably don’t have all the skills you need. You probably don’t have all the experience.

You probably don’t have all the contacts and connections.

But you can have the willingness to work extremely hard.

Work hard and everyone around you will forgive a certain lack of skill and experience. They’ll know you’re trying – and sometimes, at least for a while, that’s all that matters.

5. Spot the high performers and mimic them.
Every organization is different, which means the key attributes of top performers in those organizations are different, too.

Maybe the top performers work more – or different – hours. Maybe relationship building is more important than transactional selling. Maybe flexibility is more important than methodology.
Pick out the top performers and study them. Figure out what makes them tick. How they approach problems. How they make decisions. There’s no need to reinvent the high performance wheel; save that for when you are a top performer and want to go an even higher level.

6. Think three moves ahead.
Great chess players think many moves ahead. The current move builds a base for future moves.
You can do the same at work. Think about where a task might lead you. Think about how you can leverage your current responsibilities. Think about what skills you can learn, visibility you can gain, connections you can build… every task, every project, and every job can lead to a number of great possibilities.

Think of your current duties as one piece in a puzzle, a puzzle that you get to put together and ultimately build.

7. Find a way to stand out.
We have remarkable employees at HubSpot. We feel they have a super-power that makes them stand out in some way. Maybe they’re remarkably smart, or remarkably creative, or remarkably resourceful, or remarkably successful... each of our employees stands out in some special and unique way.

Work hard to be known for something specific. Be known for responding more quickly or following up first or always offering to help before you’re asked. Be the leader known for turning around struggling employees or creating the biggest pool of promotable talent or building bridges between different departments.

Pick a worthwhile mission – one that truly benefits the company and other employees – and work to excel at that mission. Then you’ll stand out in the best possible way.

8. Create your own project.
Succeeding and even excelling at the projects you’re assigned is expected. Excelling at a project you create yourself is exceptional.

The key is to take personal risk with a new project (while making sure the company and your colleagues shoulder most of the risk).

For example, we had a member of our sales team believe passionately in building a partner channel. It wasn't an area that anyone on the exec team was particularly excited about. But, he did it anyway. He did it on his own time, working late, trying different things… and ultimately figured it out. He is now running one of the fastest growing and productive teams in the company. He has also helped create the model for how experiments are run and managed at HubSpot.

I know what you’re thinking: “Wait. He did it on his own time?” Yes, he did. He decided to prove himself. If he had failed, there was little cost to the company so really there was nothing to lose.
But for him – and the company – there was a lot to possibly be gained.

You don’t have to wait to be asked. You don’t have to wait to be assigned. Pick a side project where, if you fail, there’s no harm and no foul, and take your shot. You never know how it will turn out… and what it will do for your career.

9. Find people to help.
You’re new. People are supposed to help you, right?

Right. And wrong.

You can start helping people now. If you see someone struggling and you don’t know what to do, say, “I’m new so you may have to tell me what to do… but I would love to help you.” If you’re in a meeting and someone else was assigned a seemingly overwhelming project, stop by later and ask if you can help. Even if you’re not taken up on it, the offer will likely be appreciated.

Or volunteer to help in an area you’d like to know more about. Work in sales? You could volunteer to help your marketing team create a new piece of content. Work in marketing? You could help your engineering team do some user testing on a new product.

Just make sure you don’t become the guy who helps others but doesn't get his own stuff done.
No one likes that guy.

10. Never forget why you were hired.
Yes, you want to learn and grow. Yes, you want to build a career. Yes, you want to feel happy and fulfilled.

And yes, you were hired to help advance the goals and mission of the company.
It’s possible to fulfill your goals and the company’s goals. Make sure you do. That way you and the company win – and isn't that what the employer/employee relationship should be all about?

Posted on Linked In by: Dharmesh Shah

8 Ways to Work Sucessfully with Recruiters

Although you will have been contacted by recruiters from time to time, you may or may not have been interested in what they had on offer. Most people should have realized by now that recruiters are not only useful when you are changing jobs but also when you are perfectly happy within your position.

Over time, your relationships with good recruiters will prove mutually beneficial as long as you nurture them. Keep track of the good recruiters out there, just like they keep track of you on their CRM system. And although you may be very safe in your job today, all it takes is new management or an outsourcing deal and you will need that recruiter as soon as possible.

First off, you need to understand how recruiters operate and what their agendas are. Just like they like to provide value when calling you, from your side you can think of what will be of value to them apart from the obvious value of you being interested in one of their positions.

Contingency vs. retained recruiters

There are two types of recruiters out there; contingency and retained. They are both keen on placing you into a position but the way they are remunerated are different. The contingency recruiter works on a fee for success only, so their job is to find brilliant candidates that their clients will hopefully be interested in. The retained recruiter has been formally instructed by the client to fill a particular role and they take a fee to start their assignment as well as a fee on completion.

How does this matter to you? Well, the retained recruiters tend to have the better jobs and obviously work closer with the clients. The contingency recruiters tend to work with a plethora of clients and are typically more pro-active. So if you think that you will move at some point in the foreseeable future, stay in touch with contingency recruiters. If you are very happy with your position and would only move for the dream job, chances are the retained recruiters will be handling the vacancy. In any event, the fees are charged to the client and you will never have to fork anything out, apart from your time.

1. Stay in touch

You will want to stay in touch with recruiters that are local or have a local client base, if possible you should even meet them to further cement your relationship. Please be aware that if you are not going to be interested in any positions, communicate this clearly so that you don’t get the recruiter’s hopes up too much.

2. Same field, same geography

You also want to make sure the recruiters you stay in touch with are specialized on your sector/industry and cover the same area that you are interested in. There is little sense in having regular contact with generalist recruiters as they won’t be able to fill you in on industry gossip and they are not likely to have the relevant opportunities for you.

3. Give and get the inside news

Exchange information with recruiters. A decent recruiter will tell you what they have on at the moment and will expect you to tell them what is happening at your company/department/team. Remember that some of the recruiters you deal with will have a direct access to very senior people in your field. You would be surprised how liberal with information senior hiring managers can be, only because they are speaking with a recruiter and not a peer. This means you can access top level industry gossip very conveniently.

4. Giving referrals

Whether or not to give out referrals of colleagues and people you know in other companies is up to you. All I can say is that it is very much appreciated by the recruiter and they will return the favor when the time comes. Make sure to agree that this give and take of information stays strictly confidential.

5. Knowing what you want

Be clear about what you want and what you don’t want. It is a source of frustration for recruiters when candidates aren’t sure what direction they want to take their career. When you are clear, the recruiter will respect this and will only ever bring up jobs that fit the bill; thus saving you both time. Furthermore, operate on a ‘no surprises’ policy, meaning if something (a promotion, another job) comes up please make the recruiter aware of this early on. Again, your honesty will be appreciated.

6. Your salary

Be open and honest about your current package, as recruiters can sniff out a liar a mile away. By being open, the recruiter can actually tell you if you are being fairly remunerated or not. This is basically a free salary benchmarking straight from the expert.

7. Common courtesy

Always be courteous and return calls from the recruiter. Although the call back rate for voicemails can be low, most people will drop an email or text saying when they are available to speak again.

8. The tables might turn

Last but not least, you might find yourself in a hiring position one day and this is when your recruitment contacts can be very handy. Your contacts will be more than happy to work with you as a client and as you have been in regular contact over time, your new business relationship will hit the ground running.

Article posted on Linked In  

The 4 Moments of Truth in the Hiring Process—and how to Handle Them

The commercial world has long been aware of the idea of a “moment of truth” in the sales process. In a white paper by Mckinsey consulting, called the ‘The Moment of Truth’ in customer service, they describe it as the crucial moments during business customer interactions where the “long term relationship between a business and its customers can change significantly for better or worse.” Therefore, during these crucial moments the customers impression of the business can improve or deteriorate dramatically.

This “moment of truth” is a concept that can be broadly applied to many industries and processes. In particular, I think it can be applied to the hiring process to help employers optimize their candidate attraction process.

For example, as the employer, you’re selling your employer brand and experience (the product or service) to the candidate (the customer) during the hiring process. And some recent research from CareerBuilder leads me to suggest that there are four key moments of truth in the hiring process where the candidate perception of your business can change dramatically for the better or the worse. And in order to maximize your company’s appeal to candidates, you must be aware of these “moments of truth” in the hiring process and respond appropriately to ensure that a positive impression is created.

Below, I have identified what I see as the four moments of truth in the job hunt—based on the CareerBuilder research—and I have suggested some appropriate responses to ensure you handle the moments of truth in the most effective way, which will optimize your level of appeal to candidates.

1. First Glance at the job description—the most attention grabbing content in a job description—which would spark the candidate’s initial interest—was perception of the company and industry, interesting work and growth opportunities.
2. Negotiating the application process—while the content of an ad was crucial to forming the candidate’s first impression, the top three reasons for candidates not applying to a job was that: a link was not working, computer/Internet problems and a lengthy application process.
3. Acknowledgment/rejection letter. The Career Builder Applicant experience study found that 44 percent of candidates who did not hear back from an employer, when they applied for a job, would have a worse opinion of that employer. Also, 78 percent of them said that they would tell others about their bad experience with the employer.
4. First human contact—the study also found that a bad first impression could cause job seekers to eliminate the employer from their considerations altogether. They found that 21 percent felt that the employer was not enthusiastic about their own company, 17 percent did not believe the recruiter was knowledgeable and 15 percent did not think the recruiter was professional.

With this knowledge of the four key moments of truth in the hiring process, employers should take steps to ensure that they manage them effectively to ensure that each encounter positively enhances their brands. Such steps include an effective, end-to-end and timely candidate communication process so applicants are not left in the dark at any point.
Also, fully train and brief your recruiters to ensure that they are both knowledgeable and positive about the business in all candidate interactions – and ensure you choose external recruiters who reflect your employer brand.

Don’t forget to look at your application process. Test out your own application process or compare it to your competitors’. Is it slow and cumbersome? Would it put you off applying? If so, maybe you need to modify it so it is a more efficient job application process.

And, finally, consider first contact with the job seeker, which is the job description. Make sure that this includes all the most attention grabbing content, written in a highly promotional and candidate-optimized way. At the very least this should contain engaging descriptions of company culture, the team and the job as well a demonstration of the company’s commitment to career development.

Posted on Linked In by: Kazim Ladimeji 

5 Hiring Mistakes That Can Crush Your Company's Culture

Posted on Linked In by: Dharmesh Shah

Remember your first loan? You were excited and apprehensive: Excited because now you had the cash to invest, apprehensive because you had just taken on a debt you would have to repay.

But that was okay, because you were confident you could create more value than the interest you would pay. Even though you eventually have to pay off a financial debt, gaining access to the right resources now often marks the difference between success and failure.

That’s true for financial debt – but it’s never true for culture debt.

Culture debt happens when a business takes a shortcut and hires an employee with, say, the “right” the skills or experience… but who doesn't fit the culture. Just one bad hire can create a wave of negativity that washes over every other employee – and as a result, your entire business.
Unfortunately the interest on culture debt is extremely high: In some cases you will never pay off the debt you incur, even when a culture misfit is let go or leaves.
Here are five all-too-common ways you can create a culture debt that can keep your from building from succeeding

1. You see the ivy and miss the poison
The skilled developer who writes great code… but who also resists taking any direction and refuses to help others… won't instantly turn over a new interpersonal leaf just because you hire him.
The skilled salesperson who in the short-term always seems to outperform her peers… but who also maneuvers and manipulates and builds kerosene-soaked bridges just waiting to go up in flames… won’t turn into a relationship building, long-term focused ambassador for your company just because you hire her.

The interview process is a little like a honeymoon. You see the best the candidate has to offer. If a prospective employee doesn't look like a great fit for your culture before he is hired, he definitely won’t be after he’s hired.
Never risk making a deal with the culture-fit devil. The soul of your company is at stake.

2. You discard the attitude and play the skill card
Skills and experience are worthless when not put to use. Knowledge is useless when not shared with others.

The smaller your business the more likely you are to be an expert in your field, so transferring those skills to new employees is relatively easy. But you can't train enthusiasm, a solid work ethic, and great interpersonal skills – and those traits can matter a lot more than any skills a candidate brings.
According to this study only 11% of the new hires that failed in the first 18 months failed due to deficiencies in technical skills. The majority failed due to lack of motivation, an unwillingness to be coached, or problems with temperament and emotional intelligence.

Think of it this way: The candidate who lacks certain hard skills might be a cause for concern, but the candidate who lacks the beliefs and values you need is a giant culture debt red flag.

3. You try to sell a used car
It’s tempting to over-sell a candidate on your company, especially when you desperately need to fill an open position and you've been recruiting for seemingly forever.
Don’t. Great candidates come prepared. They've done their homework. They already know whether your company is a good fit for them.

Describe the position, describe your company, answer every question, be candid and forthright, let your natural enthusiasm show through… and let the candidate make an informed decision. But, don’t oversell.

The right candidates recognize the right opportunities – and the right cultural fit.

4. You mistake the rumblings for hunger
Nothing beats a formal, thorough, comprehensive hiring process… except, sometimes, a dose of intuition and gut feel.

At my company HubSpot (grew from 0-500 employees in 6 years) there are five key attributes we value:

· Humble. They’re modest despite being awesome. They’re self-aware and respectful.

· Effective. They get (stuff) done. They measurably move the needle and immeasurably add value.

· Adaptable. They’re constantly changing, life-long learners.

· Remarkable. They have a super-power that makes them stand out: Remarkably smart, remarkably creative, remarkably resourceful…

· Transparent. They’re open and honest with others – and with themselves.
In short, we look for people with H-E-A-R-T, because they help us create a company we love. So we always weigh our impressions against more qualitative considerations. You should too. Think of it this way: The more experience you have – the more lumps you’ve taken and hard knocks you’ve received and mistakes you’ve made – the more “educated” your “gut.” While you should never go on intuition alone, if you have a funny feeling about a candidate… see that as a sign you need to look more closely.

And look more closely.

For a detailed insider’s peek into how we think about culture at HubSpot, check out our Culture Code slides)

Bottom line: Define the intangibles you want in your employees and never compromise by hiring a candidate who lacks those qualities.

5. You decide to double down
There are two basic kinds of risk you can take on a potential employee.
First the worthwhile risks: Taking a shot on a candidate you feel has more potential than her previous employer let her show; taking a shot on a candidate who is missing a few skills but has attitude in abundance; taking a chance on a candidate you feel certain brings the enthusiasm, drive, and spirit your team desperately needs. Those are good chances to take.

Now the foolish risks: Taking a shot on a candidate with a history of performance issues that you hope will somehow develop a strong work ethic; taking a chance on the candidate who left his last two jobs because "my bosses were jerks;" taking a shot on the candidate who has no experience yet only wants to talk about how quickly and often she will be promoted.

Why do you rationalize taking foolish risks? You're desperate. Or you're lazy. Or you have "other issues to focus on." Or you figure your culture is strong enough to withstand the impact of one ill-fitting employee.

Don't take foolish risks. They almost always turn out badly. Occasionally take potentially worthwhile risks, because they can turn out to be your most inspired hires and, eventually, your best employees.
And never, ever take a chance that creates high-interest culture debt.

The cost to your organization is just too high. And, life is short.

50 Education Technology Tools You Can Start Using Today

 Added to Linked I by: Jeff Dun

Finding the best education technology tools is a time-consuming task. It may even be viewed as a chore (for some). Typically, one tracks down a handful of useful apps or web tools and puts them through their paces at home. Then you probably don’t use any of them because each tool took far too long to understand, use, become accustomed to, and actually implement in a classroom.
That’s why I was so excited to find this Symbaloo created by user lcobbs detailing 50 great classroom tools that are all easy to implement into just about any classroom. From Animoto to Prezi to Dropbox to Stixy (wait what?), there’s a lot to check out. Don’t know all 50 tools? I didn’t! Click on each icon to get an idea about each tool and learn more.
The mix is embedded below and requires a bit of side-scrolling to view them all. It’s worth it though! Want to view it in a separate tab? Click here for that. Want to explore one of the tools a bit more? Just click the icon of your chosen tool. Simple as that!