In a previous article, we explained what hashtags are, and where you would use them. In this follow-up article, we’ll explain what the best ways are to use them.

Let us recap that hashtags typically consists of one or more words, preceded by the #-sign. They can only contain alphabetical characters, digits, and underscores. They cannot contain spaces. Therefore, if your hashtag consists of more than one word, it is a good habit to start each word with its own capital letter. It is best to keep your hashtags short: don’t combine more than two or three words into one hashtag. It is also best to use them in moderation: for most platforms, the rule is that one or two hashtags per post work best. Instagram and Pinterest are the exceptions to that rule, where it is common to use a dozen or more hashtags.

What hashtags do you use, and how do you choose them? The following guidelines are considered ‘best practices’:

• Be specific: if you post an article on a divorce settlement, then use #DivorceSettlement rather than #CivilLaw.
• Use relevant hashtags only: most platforms will punish the use of irrelevant hashtags by excluding them from search results or by ranking them lower.
• Keep it simple: if you’re writing about human rights violations in Europe, use #HumanRights rather than the article and subsection of the ECHR that most people won’t be familiar with.
• Use hashtags that your audience is looking for. Look at what influencers are doing, i.e. research what other lawyers are using, and choose those hashtags that are used by people who are considered authorities in the field.
• See what’s trending: if your post addresses topical items, you will get more readers when you use a hashtag that is trending.
• If you want to raise brand awareness or name recognition, use a unique hashtag.
• Mix it up: don’t make posts that all use the same hashtags.
• Avoid ‘bashtags’, i.e. hashtags used to criticize something or somebody.
• Track how your hashtags are doing.

Twitter, where hashtags were first used, gives its own sets of Dos and Don’ts that is useful, too.

Do

• Make it easy to remember — and spell. Don’t leave room for possible typos, which will make your Tweet undiscoverable.
• Be realistic. Don’t expect people to start using your brand slogan or other one-sided hashtags in their Tweets if it doesn’t fit naturally and there is no incentive for them to do so.
• Do your research. Check and see what hashtags people are already using when talking about your brand and capitalize on those. Also, make sure to check if your desired hashtag is already being used. If so, ask yourself if it’s still relevant to your brand.
• Give people a reason to use your hashtag. Whether it’s an actual prize or just recognition in the form of a Retweet, your audience will respond better when it’s a mutually beneficial relationship.
• Partner with influencers. Influencerscan help gain exposure and visibility for your hashtag.

Don’ts

• Don’t over hashtag. One to two relevant hashtags per Tweet is the sweet spot. Remember: character count matters.
• Don’t expect your brand slogan to translate to a hashtag. A hashtag is meant to be inclusive, shareable, and discoverable. If it doesn’t organically fit within a Tweet, it’ll feel forced and lose its intended purpose.
• Don’t expect people to use your hashtag without a reason or incentive. The best hashtags have the ability to draw people in and invoke curiosity to explore and join in on the conversation.
• Don’t neglect to educate on what it is and how to use it. Make sure you’re clearly communicating the hashtag and more importantly, why someone would want to include it in their own Tweet.
• Don’t use all CAPS LOCK. Unless it’s an acronym, this feels like shouting and also adds unnecessary work.

Apart from these general guidelines, there are also best practices per platform.

Hashtags are fairly new to LinkedIn, and there hasn’t been a lot of research on metrics to see what performs best. LinkedIn typically suggests up to six hashtags when making a post. It is possible to weave them into the body of your LinkedIn articles, or to list them as article keywords at the end for wider reach. You can also incorporate hashtags into comments you make on other people’s posts. LinkedIn allows you to add hashtags to your profile for more visibility across the platform.

On Twitter, the ideal number of hashtags per tweet is one or two. Make sure to consolidate your tweets. Aside from normal Tweets, other common ways to use hashtags on Twitter include:

• Using a single hashtag consistently to categorize all of your content over time
• Hosting or contributing to a Twitter chat
• Being a part of Twitter Moments to create or curate a story
• Researching trending or competitors’ hashtags

Hashtags are still not commonly used on Facebook, but they are supported. Anywhere between 1 to 3 per post are recommended. Don’t forget to make the post public if you want to attract readers outside of your circle of Facebook Friends.

If you upload a video to YouTube, you can enter a hashtag in the title or description. These are hyperlinked, and similar to Pinterest, are clickable to bring up related videos with that tag. Here, too, the rule is to add hashtags sparingly and to make sure they’re directly related to your content. The more tags you add, the less relevant they become.

Instagram allows up to 30 hashtags, but research shows that using 9 to 12 creates the highest engagement. Hashtags between 21 to 24 characters perform best. Since many hashtags are allowed, it is best to put the most valuable hashtags first. As is the case in LinkedIn, you can add them to your biography section.

Hashtags on Pinterest identify pins about specific topics. Related Pins can then be discovered by clicking on a hashtag in a Pin description, which takes users to all the Pins that share that hashtag. Here, too, it is better to not go overboard, so don’t add more than 20 hashtags per Pin. As with all the other platforms, make sure they’re all relevant, specific, and descriptive. Pinterest hashtags only work within the Pins’ descriptions.

Sources:

• wikipedia.org/wiki/Hashtag
• com/2013/10/08/what-is-hashtag/
• com/blog/how-to-use-hashtags
• fullmedia.com/an-introduction-to-hashtags-part-1
• fullmedia.com/hashtags-part-2
• searchenginepeople.com/blog/16031-hashtag-how-to.html
• hootsuite.com/how-to-use-hashtags/
• twitter.com/en/blog/the-dos-and-donts-of-hashtags.html
• com/using-twitter-for-legal-research-the-art-of-hashtags/

In the last two months, i.e. in April and May 2019, both the EU Commission and the OECD published guidelines for trustworthy and ethical Artificial Intelligence (AI). In both cases, these are only guidelines and, as such, are not legally binding. Both sets of guidelines were compiled by experts in the field. Let’s have a closer look.

“Why do we need guidelines for trustworthy, ethical AI?” you may ask. Over the last years, there have been multiple calls, from experts, researchers, lawmakers and the judiciary to develop some kind of legal framework or guidelines for ethical AI.  Several cases have been in the news where the ethics of AI systems came into question. One of the problem areas is bias with regard to gender or race, etc. There was, e.g., the case of COMPAS, which is risk assessment software that is used to predict the likelihood of somebody being repeat offender. It turned out the system had a double racial bias, one in favour of white defendants, and one against black defendants. More recently, Amazon shelved its AI HR assistant because it systematically favoured male applicants. Another problem area is privacy, where there are concerns about deep learning / machine learning, and with technologies like, e.g., facial recognition.

In the case of the EU guidelines, another factor is at play as well. Both the US and China have a substantial lead over the EU when it comes to AI technologies. The EU saw its niche in trustworthy and ethical AI.

EU Guidelines

The EU guidelines were published by the EU Commission on 8 April 2019. (Before that, in December 2018, the European Parliament had already published a report in which it asked for a legal framework or guidelines for AI. The EU Parliament suggested AI systems should be broadly designed in accordance with The Three Laws of Robotics). The Commission stated that trustworthy AI should be:

• lawful, i.e. respecting all applicable laws and regulations,
• ethical, i.e. respecting ethical principles and values, and
• robust, both from a technical perspective while taking into account its social environment.

To that end, the guidelines put forward a set of 7 key requirements:

• Human agency and oversight: AI systems should empower human beings, allowing them to make informed decisions and fostering their fundamental rights. At the same time, proper oversight mechanisms need to be ensured, which can be achieved through human-in-the-loop, human-on-the-loop, and human-in-command approaches
• Technical Robustness and safety: AI systems need to be resilient and secure. They need to be safe, ensuring a fall-back plan in case something goes wrong, as well as being accurate, reliable and reproducible. That is the only way to ensure that also unintentional harm can be minimized and prevented.
• Privacy and data governance: besides ensuring full respect for privacy and data protection, adequate data governance mechanisms must also be ensured, taking into account the quality and integrity of the data, and ensuring legitimised access to data.
• Transparency: the data, system and AI business models should be transparent. Traceability mechanisms can help achieving this. Moreover, AI systems and their decisions should be explained in a manner adapted to the stakeholder concerned. Humans need to be aware that they are interacting with an AI system, and must be informed of the system’s capabilities and limitations.
• Diversity, non-discrimination and fairness: Unfair bias must be avoided, as it could have multiple negative implications, from the marginalization of vulnerable groups, to the exacerbation of prejudice and discrimination. Fostering diversity, AI systems should be accessible to all, regardless of any disability, and involve relevant stakeholders throughout their entire life circle.
• Societal and environmental well-being: AI systems should benefit all human beings, including future generations. It must hence be ensured that they are sustainable and environmentally friendly. Moreover, they should consider the environment, including other living beings, and their social and societal impact should be carefully considered.
• Accountability: Mechanisms should be put in place to ensure responsibility and accountability for AI systems and their outcomes. Auditability, which enables the assessment of algorithms, data and design processes plays a key role therein, especially in critical applications. Moreover, adequate an accessible redress should be ensured.

A pilot project will be launched later this year, involving the main stakeholders. It will review the proposal more thoroughly and provide feedback, upon which the guidelines can be finetuned. The EU also invites interested business to join the European AI Alliance.

OECD

The OECD consists of 36 members, approximately half of which are EU members. Non-EU members include the US, Japan, Australia, New Zealand, South-Korea, Mexico and others. On 22 May 2019, the OECD Member Countries adopted the OECD Council Recommendation on Artificial Intelligence. As is the case with the EU guidelines, these are recommendations that are not legally binding.

The OECD Recommendation identifies five complementary values-based principles for the responsible stewardship of trustworthy AI:

1. AI should benefit people and the planet by driving inclusive growth, sustainable development and well-being.
2. AI systems should be designed in a way that respects the rule of law, human rights, democratic values and diversity, and they should include appropriate safeguards – for example, enabling human intervention where necessary – to ensure a fair and just society.
3. There should be transparency and responsible disclosure around AI systems to ensure that people understand AI-based outcomes and can challenge them.
4. AI systems must function in a robust, secure and safe way throughout their life cycles and potential risks should be continually assessed and managed.

1. Organisations and individuals developing, deploying or operating AI systems should be held accountable for their proper functioning in line with the above principles.

Consistent with these value-based principles, the OECD also provides five recommendations to governments:

1. Facilitate public and private investment in research & development to spur innovation in trustworthy AI.
2. Foster accessible AI ecosystems with digital infrastructure and technologies and mechanisms to share data and knowledge.
3. Ensure a policy environment that will open the way to deployment of trustworthy AI systems.
4. Empower people with the skills for AI and support workers for a fair transition.
5. Co-operate across borders and sectors to progress on responsible stewardship of trustworthy AI.

As you can see, many of the fundamental principles are similar in both sets of guidelines. And, ss mentioned before, these EU and OECD guidelines are merely recommendations that are not legally binding. As far as the EU is concerned, at some point in the future, it may push through actual legislation that is based on these principles. The US has already announced it will adhere to the OECD recommendations.

Sources:

• theverge.com/2019/4/8/18300149/eu-artificial-intelligence-ai-ethical-guidelines-recommendations
• europa.eu/digital-single-market/en/news/ethics-guidelines-trustworthy-ai
• europa.eu/newsroom/dae/document.cfm?doc_id=58477
• zdnet.com/article/trustworthy-ai-eu-releases-guidelines-for-ethical-ai-development/
• legaltechnews.com/home/id=1202776823630/Dont-Kill-Humans-European-Parliament-Calls-for-Laws-Governing-Artificial-Intelligence
• oecd.org/going-digital/ai/principles/
• engadget.com/2019/05/20/us-to-back-international-ai-principles/

In previous articles, we explained how legal consumers have become online consumers. We also explored how for that reason content marketing has become an essential part of the digital marketing campaigns that are designed to engage legal consumers. Content creation is a powerful marketing tool that contributes to generating business revenue. It also helps in establishing a good online reputation. In order to successfully market your content, you need a content strategy. In this article, you will find an introduction to content strategies.

What is a content strategy? Hannah Smith and Adria Saracino defined it as “the high-level vision that guides future content development to deliver against a specific business objective.” What they are saying is that you shouldn’t just provide content, but you need to first define a specific business objective. Once you have done this, you can start planning your content with this objective in mind.

So, how does one plan a content strategy? Where do you start? In essence, defining a content strategy consists of three phases: identifying your business objective, identifying your target audience, and identifying the content that your target audience needs. The first thing to do is to identify your business objective. What does your law firm stand for, and what do you want to achieve with the content you provide? Be as specific as possible. Then learn as much as possible about your target audience and what you have to offer them that sets you apart from the competition. Analyse what information your clients need. Researching all of this will provide you with the data that will show you what to write, for whom, how and where.

The article 11 Steps to create a Content Marketing Strategy to Grow Your Business provides an excellent approach that breaks the process down in 11 steps:

1. Set your mission and your goals
2. Establish your Key Performance Indexes (KPIs), i.e. establish what the measurable factors are that define your success and that will allow you measure that success
3. Know your audience
4. If you already have content available, assess your current position by doing a content audit: what do you have, how successful is it, what channels and content types are you using?
5. Figure out the best content channels for the content you’re providing (which platforms, social media, etc.)
6. Decide on content types: are you going for a text blog only, or will you provide videos and/or static visuals like infographics, etc.?
7. Identify and allocate resources: define team roles, i.e. define who will write what, who will create graphic materials, who will create videos? What will the hosting cost?
8. Create a content calendar: brainstorm your content ideas in advance, and plan when to publish what, so your campaigns stay on track.
9. Create your content
10. Distribute and market your content: use more than one channel, write guest articles, bring your content to the attention of ‘influencers’, etc.
11. Measure the results. Checking the Key Performance Indexes to measure how successful your content is, is a step most law firms pay insufficient attention to.

In his articles, Jay Harrington from Attorney at work gives several practical suggestions. In the remainder of this article, we’ll have a cursory glance at them.

When it comes to defining the actual content you will be providing, Harrington suggests thinking in terms of “wisdom marketing.” The best way to get your audience’s attention, is to provide them with high quality content. By sharing your wisdom, you can build a foundation of trust, loyalty and respect. Harrington also suggests focusing on ‘Evergreens,’ i.e. on high quality content that has a timeless character, rather than paying attention to current affairs, which typically has a relevance that is limited in time. Evergreens include how-to lists, resource lists (i.e. compiling lists of other articles that are relevant to your audience), and FAQs.

Harrington also advises using a ‘divisible strategy.’ With a divisible content strategy, you strategically and intentionally blend written and visual storytelling for the purpose of more effectively spreading ideas to specific audiences. In this approach you first define a core idea and create a single content asset, typically an article or white paper, that then functions as the foundation from which you create multiple forms of visual storytelling content: infographics, animated videos, SlideShare decks, social media motion graphics, etc.

Finally, Harrington suggests repurposing existing content: “A substantive 1,500-word article can be repurposed to a white paper or e-book or repurposed down to a series of blog posts or infographics. A presentation can be given as a webinar. A blog post can be made into a podcast.”

Sources:

• attorneyatwork.com/content-strategy-what-it-is-and-what-it-isnt/
• attorneyatwork.com/write-year-publishing-strategically/
• attorneyatwork.com/compounding-returns-content-evergreen-strategy/
• attorneyatwork.com/wisdom-marketing-building-trust-loyalty-mutual-respect/
• attorneyatwork.com/divisible-content-strategy-increases-law-firm-content-marketing-roi/
• inc.com/young-entrepreneur-council/how-to-use-content-marketing-to-grow-your-brand-step-by-step.html
• com/how-to-create-a-successful-content-marketing-strategy-in-8-simple-steps/

When legal innovation is mentioned, we typically think of legal technology and process automation, etc. Most articles on the Internet focus on how the practice of law can be further automated, which then leads to increased productivity and profitability. As such they focus on legal technology and on the legal market. Some articles take a wider view and talk about innovation in law enforcement and in the judiciary. There too, however, the emphasis is on technology, automation and productivity.

But legal innovation is more than that. In an interesting synchronicity, two authors, Carolyn Elefant and Bill Henderson, each published an article on the two types – or faces – of legal innovation, within days of one another. The examples mentioned above all fall in the category of what Elefant calls ‘Innovation of Form’, and what Henderson refers to as ‘Service Delivery Innovation’. There is a different, and equally important, type of legal innovation, which the authors call ‘Innovation of Substance’ and ‘Substantive Law Innovation’ respectively. This type of legal innovation focuses on finding new legal solutions.

Elefant uses the example of Henry Ford to explain the difference. On the one hand, he invented the Model T. On the other hand, he came up with the design for the assembly line. The invention of the Model T is an innovation of substance. The design of the assembly line is an innovation of form. The emphasis in Legal Innovation tends to be on the innovation of form, which probably explains why lawyers often struggle with legal innovation. As Elefant puts it, “‘I went to law school to build a more efficient client intake process….’ said no lawyer ever.” Lawyers are more interested in innovation in substance.

So, how do we define these two types of innovation? Henderson gives the following definitions:

• Substantive Law Innovation (which he calls Type 0 Innovation) deals with adapting law to fit changing social, political, economic and technological conditions.

• Service Delivery Innovation (which he calls Type 1 innovation) deals with improving the quality, cost and delivery of existing legal solutions.

Everybody is familiar with Service Delivery (Type 1) Innovation. As Henderson points out, the vast majority of Legal Evolution content is focused on service delivery improvements (data, process, technology, etc.) that aim to increase legal productivity. Let us have a closer look at its counterpart, Substantive Law (Type 0) Innovation.

Society is changing fast, and the law needs to adapt to be able to handle these new conditions. The rise of Artificial Intelligence and the emergence of different new technologies are clear examples that demand an innovation in substantive law. Think, e.g., of cyberbullying, or of Robot Law. Henderson gives the example of synthetic biology, which impacts intellectual property, regulatory law, consumer safety. There are many more such areas: Carolyn Elefant wrote a book on 41 Practice Areas that didn’t exist 15 years ago. (You can find the table of contents here: myshingle.com/wp-content/uploads/2018/08/TOC-from-41PracticeAreas.pdf). She compiled the list to prove the point that new practice niches are growing at an accelerating rate.

In such periods of disruption, “we also need lawyers who can take on the hard work of substantive innovation — devising the kinds of new case theories and arguments and perspectives — that will allow technology to progress while preserving our democracy and our freedom.” (Elefant).

Henderson explains that Substantive Law Innovation “happens organically when a lawyer has the opportunity to immerse herself in the business and legal complexities of a new or changing industry. Although it often produces the same economic benefits as a major R&D initiative, lawyers and law firms seldom frame it that way.  (…) Virtually any lawyer has the intellectual tools to do it.  It requires zero additional training. Yet it’s undertheorized almost to the point of being invisible to practicing lawyers.”

In his article, Henderson refers to a presentation by Patrick McKenna that connected the lifecycle of law firms to the different types of innovation. McKenna explained that successful new law firms typically find the source of their growth in type 0 innovation, i.e. in finding new legal solutions in niche markets. As the law firm matures it starts paying more attention to type 1 innovation. It is however important to continue focusing on type 0 innovation: if the firm doesn’t, it loses its edge because the market it was active in becomes saturated. Henderson gives the examples of securities or debt collection as market segments that are saturated.

Henderson concludes that it is obvious that Type 0 and Type 1 innovation are both distinct and interdependent, and that the legal profession’s tool box needs to include both types of innovation. He advises lawyers and legal professionals to specialize in one or the other, while retaining the ability to effectively collaborative across the two types.

Henderson: “Neither Type 0 nor Type 1 innovation are easy or costless.  Both require continuous learning and an investment of time and resources without a guaranteed financial return.  Yet both add immense value to clients and form the basis for challenging and rewarding careers.  Thus, for both lawyers and legal professionals, the future is bright.”

Sources:

• legalevolution.org/2018/10/two-types-legal-innovation-type-0-type-1-071/
• com/2018/10/bringing-the-two-faces-of-legal-innovation-together/
• com/wp-content/uploads/2018/08/TOC-from-41PracticeAreas.pdf

In previous articles, we mentioned how social media have become an essential part of online marketing strategies. A report, published in January 2019 by the Attorney at Work website, reveals that in 2018, 85 percent of responding lawyers use social media as part of their marketing strategy. More than two-thirds, 71 percent, of lawyers say social media contributed to bringing in new clients.

Generally speaking, LinkedIn is the network of choice for lawyers, with 77 percent saying it is their favoured marketing platform. This has to be nuanced, in that larger law firms whose clients mainly consist of companies tend to focus more on LinkedIn, while lawyers who deal with individual clients tend to slightly favour Facebook. In this article, we will give you a first introduction to LinkedIn.

LinkedIn is a professional social network, which is mainly used for professional networking. It is a business and employment-oriented service that operates via websites and mobile apps. It was founded on 28 December 2002, and launched on 5 May 2003. Since December 2016 it has been a wholly owned subsidiary of Microsoft. As of October 2018, LinkedIn had 590 million registered members in 200 countries, of which more than 250 million are active. Signing up to LinkedIn is free, but some premium features are only available with a subscription one has to be pay for.

The main reason people use LinkedIn is to help grow their business or career. It is a tool for networking (which includes a system of introductions), for recruitment (where people can list their skills and experience), for marketing (e.g. to display endorsements and recommendations), advertising, and for research. It also is a publishing platform, and it offers discussion forums, called groups. These can be important to lawyers, as LinkedIn promotes certain authors as influencers (or thought leaders).

LinkedIn offers a package that includes:

• Profiles
• Networking Tools / Connections
• Company Pages
• Groups
• Messaging
• Notifications
• As well as some other services, some of which can be useful for lawyers.

Let’s go over these in some more detail, knowing that we can only scratch the surface, and that each of them could easily warrant one or more articles by themselves.

Profiles: when one signs up to LinkedIn, the first thing to do is to create your profile. This is a profile for you as an individual. Think of it as a standardized bio or résumé. In it, you can give a summary of who you are, and provide more information about your background: your education, experience, skills, endorsements, accomplishments and interests. For each of these categories of information, LinkedIn offers a separate section in your profile. You can also make posts from your profile, and publish articles. Your profile contains an activity section that lists those. If you want to start a blog on LinkedIn, you can do so from your profile. Profile sections can be added in more than one language.

Networking Tools / Connections: LinkedIn not only allows members to create profiles but also connections to each other in an online social network. These connections may represent real-world professional relationships, but don’t necessarily do so. Members can invite anyone (whether an existing member or not) to become a connection. Members can also ask other members to introduce them to their connections. When looking for someone on LinkedIn, it will show you how many connections you may have in common, and if there are none, how many degrees you are separated from them.

LinkedIn also offers Company Pages, where you can provide information about your law firm. Here the rule is that each company only has one main page, for which a custom URL can be created. (For INFORMA, e.g., the URL is www.linkedin.com/company/cicerosoftware). It consists of several sections, and each section can be entered in more than one language. Linked to the company pages are showcase pages. If your law firm, e.g., has offices in several locations, each one could get its own showcase page. Showcase pages can also be dedicated to services or products you offer. For showcase pages, too, it is possible to have them in more than one language.

Company pages can post updates, but can’t publish articles. It is therefore not possible to set up a company blog on LinkedIn. It is possible for individuals (profiles) to publish articles, and to provide links to those articles as company updates. Also good to know is that company pages can be linked to a LinkedIn Group.

Groups in essence are discussion forums. Anybody can create a group, and invite people to become members. These groups can either be public (anybody can join) or private (upon invitation or approval). As mentioned above, companies can create a group that will be linked to their company page. Often, these are used, e.g., by the customer care and / or the support department. Interesting for lawyers is that groups can be dedicated to specific topics, and that there are plenty of groups that deal with legal matters (as well as legal technology). Taking part in discussions in such groups can help build your online reputation.

Like other social media, LinkedIn also offers messaging and notification services. For lawyers, LinkedIn also is an important advertising platform (cf. the statistics quoted in the introduction to this article).

Apart from the services mentioned above, LinkedIn also offers a series of other services. These focus on learning and on insights; they allow you to post job offers, etc. In this context (of recruitment) it is worth mentioning a new service that at present is only available in the US and within specific service categories, and is called ProFinder. “LinkedIn ProFinder is LinkedIn’s professional services marketplace that helps you find the best freelance or independent professionals in your area.” It already does include certain legal services, and is expected to include more services, and to become available internationally.

Also worth mentioning is Slideshare. It is a hosting service for professional content including presentations, infographics, documents, and videos. Users can upload files privately or publicly in PowerPoint, Word, PDF, or OpenDocument format. Content can then be viewed on the site itself, on hand held devices or embedded on other sites.

Sources:

• attorneyatwork.com/4th-annual-social-media-marketing-survey-report/
• webanalyticsworld.net/video-guides/introduction-to-linkedin
• thebalancesmb.com/introduction-to-linkedin-1794572
• wikipedia.org/wiki/LinkedIn
• linkedin.com/help/linkedin/topics/6042/6043/15493/your-linkedin-profile-overview?lang=en
• wikipedia.org/wiki/SlideShare
• linkedin.com/help/linkedin/answer/62511/linkedin-profinder-overview?lang=en