Putting Your Words To Work

Writing Effective Resumes: Keeping It Real

noreply@blogger.com (Jack) — Fri, 10 Nov 2017 20:28:00 +0000

Resume preparation continues to be among the most popular Business Writing Topics. There are obvious reasons for this, but chief among them is the understandable desire of job seekers to compose resumes that will actually help them secure a job interview.

That said, writing an effective resume calls for a certain amount of creative self-marketing; however, it is not uncommon for many resume writers to carry this to the extreme. Granted, job seekers should look for ways to enhance their attractiveness to prospective employers, but artificially beefing up a work background through “resume embellishment” is not an advisable tactic, especially in today's Business Climate.

The fact of the matter is that the most effective resumes are those that are logical, factual and defensible. And the best way to do this is by approaching resume preparation as one would approach any other kind of Business Writing, i.e., as a process that involves planning, drafting, editing and revision.

Start by gathering all relevant information about your work history. Be sure to accurately chronicle your background, but do not bog yourself down with too many details. Remember, a resume is a Marketing Tool, so stick with the highlights. There will be ample opportunities to elaborate on pertinent details during the interview process.

If you are highly experienced, concentrate on your most recent duties and accomplishments that are most relevant to the job you are seeking. For less experienced job seekers, focus on accomplishments through academics, public service, internships, or in part-time and summer jobs.

Of course, you will want to have your resume “shine”. However, this should be done by the way you organize and format things as opposed to overselling or being coyly vague in describing your our past duties, responsibilities, and accomplishments. Be mindful that in a competitive job market, it is tempting for job seekers to rationalize such dubious resume practices as necessary tactics for getting hired. Unfortunately, too many resume writers use this as an excuse for being outright untruthful.

The fact of the matter is that employers know how to evaluate resumes, and if a job seeker lies or distorts the truth about his or her background, it will probably be “sniffed out”. Aside from the ethical considerations, is it worth the risk of sabotaging your employment chances because of an over-hyped work history?

As you draft your resume, here are ten key tips to remember:

1. Keep your resume short and focused. Two pages is the norm, but three pages is not unusual for significantly experienced job seekers. On the same note, a resume longer than three pages is arguably too long and needs further editing. If you absolutely cannot distill things down, then consider preparing a "Resume Addendum" to be presented during the initial job interview.

2. State your job objective clearly and succinctly. If you are applying for a specific position, use that job title. On the other hand, if you are mass-mailing your resume to many prospective employers, use job titles that are descriptive and universal. As an example, “Customer Service Representative” is more meaningful than “A position that allows me to use my people skills in a challenging and dynamic work environment”.

3. Use action words to list your skills and accomplishments. Bullet points followed by such verbs as Managed, Devised, Created, Organized, Accomplished, etc. are much more apt to pique the interests of prospective employers than wordy sentences starting with “I”.

4. Edit out superfluous words and self-descriptors. Terms such as “Self-starter”, “Excellent Communicator”, “High Work Load Capacity”, etc. are basically boilerplate and have little impact. After all, what job seeker would not describe themselves in these terms, whether they are true self-characterizations or not?

5. Resist using fancy fonts, photos, or colorful paper. Keep things simple and easy to read. For paper resumes, white Bond Paper matched with a font such as “Courier” remains the standard. For on line resumes, follow the posting directions explicitly. As far as photos? Why should these matter?

6. Use a Chronological Format organized in descending order of job duties. Functional Resumes have merit, but these should only be used by job seekers who are changing careers or are applying for specialized jobs that are apart from the mainstream employment process, e.g. Performer, Artist, Freelancer, Explorer.

7. When posting your resume on an on line Job Service, be cautious. Obviously, these services have become popular and useful resources for job seekers. By all means avail yourself of these resources if you so choose, just be aware of where your posted resume may be going. If privacy is an issue for you, and it should be in these times, be aware that your resume may end up in places not of your choosing.

8. Do not include personal data outside of contact information. Resume items such as Marital Status, Health, Military Service, National Origin, etc. were once normal inclusions in resumes, but no longer, as this information can be potentially exclusionary in nature.

9. Only include "References On Request" if you actually have references. References can be important, but they must be secured first. If you do not have references, omit this item from your resume, but be prepared to address this issue later in the hiring process, if asked.

10. Be truthful and accurate. An embellished resume can be very transparent, and thus harmful to your employment chances.

Granted, luck and timing can play big parts in landing any position; however, savvy job seekers know from experience that good fortune and opportunity are often the by-products of planning and preparation.

In real terms, this means the start of most successful job searches begins with the careful writing or updating of your resume. As such, approach resume preparation as a process that takes planning, editing and revision. The preceding steps offer a logical guide through this process.

How To Write A Winning Resume: Quick Tips

noreply@blogger.com (Jack) — Fri, 03 Nov 2017 12:30:00 +0000

Granted, luck and timing can play big parts in landing any new job; however, savvy job seekers know that good fortune and opportunity are often the by-products of planning and preparation.

That said, a successful Job Search should be viewed as a campaign, with specific steps and strategies designed to showcase your skills, talents, experience and potential value to an employer.

In practical terms, this translates into a lot of researching and networking for the job seeker. But what needs to be done first is the careful writing or updating of your resume. Careful, in this context, means approaching resume preparation as a process requiring diligence, objectivity, and a critical eye towards editing and revision.

When working through the resume-writing process, keep the following ten tips in mind:

1. State the job or career objective clearly.

2. List and chronicle relevant skills and experience.

3. Highlight major accomplishments with bullet points.

4. Start sentences with "action words" rather than "I".

5. Use a Chronological Format. Functional Resumes are best for career changers.

6. Verify all dates and account for any significant lapses in job history.

7. Avoid including personal data outside of contact information.

8. Omit "References On Request". Deal with references later in the hiring process.

9. No fancy fonts, photos, or colorful paper!

10. Edit and condense to two to three pages at the most.

As a final note, be mindful that a resume is a Self-Marketing Tool and not a personal biography. Paper and electronic resumes are inundating employers these days, so keep things short and focused. Do this by editing out extraneous boilerplate and any other information not germane to your job or career objective.

Resume Cover Letters

noreply@blogger.com (Jack) — Mon, 16 Oct 2017 13:30:00 +0000

As any expert will tell you, a well-crafted Resume Cover Letter is often the difference between getting an interview and getting overlooked.

While most job seekers will expend a lot of time and effort in putting together a resume, many applicants treat Cover Letters as afterthoughts. In fact, sometimes Cover Letters are not written at all! Presumably these job seekers are of the mistaken opinion that a good resume makes a Cover Letter unnecessary.

But make no mistake about it, an effective Cover Letter complements a resume, and is thus an important and expected part of any job seeker’s application package.

Of course, a Cover Letter works best when it is tailored to a specific addressee or organization. That said, form letters should be avoided. While these are commonly used when mass-mailing resumes, be mindful that they are also apt to generate form letter rejections.

The first step in drafting an effective resume cover is to determine the type of letter you are writing, i.e., is it an application letter or a prospecting letter.

Application letters are used when responding to a job advertisement, or when a job seeker has knowledge that a particular vacancy exists. On the other hand, prospecting letters are used when a job seeker is networking and exploring job opportunities in one or more organizations.

In the next step, the job seeker needs to articulate answers to the following questions:

* What position am I writing for?
* What are my qualifications? (Experience, skills, training, etc.)
* What are my demonstrated achievements in like or similar positions?
* What personal work qualities do I bring to this position and employer?
* Does my resume support my stated qualifications for this position?

Once these questions are answered, the job seeker can begin the task of formatting the Cover Letter. Fortunately, there are many useful desktop and online resources available on this topic. As a starting point, the Related Links at the end of this Posting lists several useful and informative resources.

Your research will reveal that the following elements are common for all Resume Cover Letters:

* Salutation - Make sure you spell the addressee's name correctly and you use the proper title. If you are applying to a blind ad, use the P.O. Box Number or “Hiring Manager”.

* Reason for writing – See Step 1 above.

* Relevant experience, skills, or training - Summarize from the resume.

* Significant achievements - Describe with "action words" and be brief.

* Contact Information - Make it easy for the hiring company to reach you.

* Closing - Be enthusiastic and express gratitude for the consideration.

* Follow up plan - State how and when you will follow up (usually by phone call).

As with all Business Communications, make sure your Cover Letter is written clearly and persuasively. Keep in mind that you are writing a Marketing Letter for yourself, so be upbeat.

Finally, edit for brevity. For most job seekers, a one page Cover Letter will suffice; however, two pages is acceptable for individuals with significant work experience.

Resume Cover Letters: Quick Tips

noreply@blogger.com (Jack) — Tue, 10 Oct 2017 13:00:00 +0000

Far from being a simple transmittal letter, an effective Resume Cover Letter serves as a reasoned and important complement to a resume.

That said, job hunters who treat Resume Cover Letters as afterthoughts are, in all likelihood, marginalizing their resumes and short-changing their employment chances. Simply stated, paring a good resume with a mediocre cover letter often leads to a quick rejection.

Preparing an effective resume involves planning, writing, and revision. But this same diligence also applies to preparing an effective Resume Cover Letter. As you draft your cover letter, keep the following quick tips in mind:

1. Determine the type of Resume Cover Letter you are writing, i.e., are you responding to a job ad or are you exploring job opportunities?

For job ads, the cover letter (and resume) should be focused on the particular experience, job specification, and skills outlined by the employer for the job in question.

When exploring job opportunities, the cover letter will be more general in nature, but it should still be focused on the types of jobs that are relevant for a particular industry or business. Do you homework!

2. Take time to reflect and answer the following questions:

*What position or type of position am I applying for?
*What do I have to offer this employer?
*Are my skills and experience what this company wants?
*Does my resume reflect the qualifications this company values?

3. Once you have answered the above questions, format your cover letter as follows:

*Salutation - Make sure you use the correct name and title.

For blind ads, use the listed P.O. Box Number. If posting your resume on an on line service, "Personal Profiles" are sometimes used in lieu of cover letters. As such, take the time to complete a thorough and up-to-date profile.

*Indicate your reason for writing - Refer to step 1.

*List your relevant experience, skills, training, etc. - Summarize from your resume.

*Identify your significant achievements - Describe with "action words" and be brief.

*Contact Information - Make it easy for the hiring company to reach you.

*Closing - Be enthusiastic and express gratitude for the consideration.

*Follow Up - State when and how you will follow up (letter or phone call).

In the end, think of a Resume Cover Letter as an advertisement for your resume. In other words, write a cover letter that will compel a prospective employer to read and evaluate your resume. Generic transmittal letters do little or nothing in this regard.

Responding To Job Offers

noreply@blogger.com (Jack) — Tue, 03 Oct 2017 14:00:00 +0000

Congratulations! All the hard work you put into completing your resume and cover letter, as well as your interview preparation, has resulted in a job offer. Now what?

Obviously, this is great news and your first inclination may be to blindly accept; however, it is usually a good idea to take a little time to evaluate the offer before committing yourself.

Of course, in many small businesses employment offers may be made on the spot, with the job applicant either accepting or declining the job then and there. But even in these situations, job applicants should reserve the right to consider the offer.

In larger organizations, job candidates are usually notified of their selection by phone call, followed by a formal Job Offer Letter. You may accept or decline the offer by telephone, but it is generally best to defer your final decision until you get the offer in writing.

Once you receive a formal Job Offer, highlight the following information:

* The Position being offered. Is the Job Title for the same position you interviewed for?

* Verify that the salary offered is within the expected range.

* Review any listed conditions of employment such as physical exams, proof of citizenship, references, credentials, hours, travel, etc.

* Likewise, identify any condition you feel needs clarification.

When considering a job offer, be mindful that you are still in a job-seeking mode until you actually get on the payroll. As such, openly expressing uncertainty or unreasonably delaying your final decision may cause an employer to question your interest and commitment.

That said, this is not to suggest that you should feel obligated to automatically accept any job offer presented to you. However, by the time things progress to a formal offer of employment, most, if not all negotiable conditions such as salary, benefits, responsibilities, starting date, etc. will have been agreed upon or at least discussed in some detail during the interview process.

Nevertheless, in the event some conditions have not yet been “hashed out”, feel free to continue negotiating, but be cautious about renegotiating previously agreed upon conditions. (Such practices tend to antagonize prospective employers, and could result in the rescinding of the job offer.)

To avoid misunderstandings, it is recommended that you respond to job offers by both phone and letter. As previously stated, procedures in smaller companies may not be so formal, just the same, it is always a good idea to put things in writing.

In preparing your written response to a job offer, do the following:

* Format your response as a Formal Business Letter.

* Write clearly and keep things brief and to the point.

* State up front whether you accept or decline the offer. If you need additional time to consider the offer, give a firm date for making your decision.

* If you accept, summarize your understanding of the conditions of employment. Also, note any conditions that seem contrary to what was previously discussed.

* Verify job title, salary, and sign-on bonus (if applicable).

* List any remaining negotiable items, and state what you're asking for.

* Commit to a firm starting date, keeping in mind that if you are presently employed giving a two week notice to your current employer is customary.

* End your letter by expressing enthusiasm for the opportunity and your desire to get started.

Good Luck.

Writing For Others: Ghostwriting Tips

noreply@blogger.com (Jack) — Fri, 14 Dec 2012 05:03:00 +0000

Drafting and writing communications for Senior Management is a common task for Business Communicators. Unfortunately, it is not unusual for some very competent writers to panic in the face of these assignments.

Granted, it is understandable when writers experience some angst when writing for anyone in authority; however, effective communicators have learned to rationalize such tasks as being no different from most other Business Writing assignments.

A good way to look at Ghostwriting is to view any formal communication prepared on company letterhead as the voice of Management. And this holds true whether the communication is signed by a CEO or anyone else in an organization, even the writer.

Obviously, extra thought and preparation is usually required when writing for someone else, but the process is logical and straightforward. In this regard, keep the following five tips in mind when beginning a Ghostwriting Assignment:

1. If you are being asked to draft a document for someone, logic says you should try to get a feel for how that person normally communicates. Read past communications from this person. Talk with others who know this individual. Better yet, try talking with this individual yourself.

2. Remember to always write the way you normally write, and refrain from mimicking an other's writing style. Feel free to include a unique characteristic or two of the signatory's normal writing style, just do not overdo it. You are not trying to write a parody.

3. Write from your head and not from your heart. Senior Managers project a certain style and image, thus it is important that you draft a communication that is consistent with these qualities. Some writers may feel stifled by this, but writing what is expected and customary for the signatory will preclude a lot of unnecessary frustration and re-writes for the writer.

4. Choose your tone and language carefully. Ask yourself, is my approach too formal or too casual for the person I am writing for? Also, am I using terms or phrases that would be totally out of character for the person who will be signing the communication? If you are not sure, then you haven't done your homework.

5. Be prepared to make revisions. Your draft will no doubt go through several revisions before it is finalized. Keep in mind that a draft is a working document and changes are to be expected. This is all part of the normal Writing Process, so do not take initial rejection personally and, by all means, do not feel threatened.

The upshot is that writers should welcome a Ghostwriting Assignment as an opportunity to provide a framework for decision-making. That said, be confident and have faith in your own skills and talent to complete the task. After all, these qualities are what probably got you the assignment in the first place.

Grant Writing Basics

noreply@blogger.com (Jack) — Fri, 07 Dec 2012 13:30:00 +0000

In Grant Writing, the selling of ideas in order to secure funding for a proposed program or project is the basic difference between this type of Business Writing and the writing of general Business Proposals.

Of course, as with any type of proposal, the task of moving an idea from the conceptual stage to the implementation stage can be a protracted and frustrating process. Implicit in this is the fact that even the best and most noble ideas have to be fully developed and "sold" to decision-makers.

In the Private Sector, one usually initiates the approval process by submitting a formal proposal to Company Management. Conversely, in Non-Profit Organizations, proposals are generally submitted to a myriad of entities.

That said, the funding of Non-Profit projects is normally accomplished through the awarding of Grants. Simply stated, Grants are monies allocated to bankroll a program that is intended to assess a situation or affect some positive change for a particular group or community.

Grants can be obtained from many public and private entities. Federal, State and Local Governments are obvious sources of funding, but Grants can also be be secured from universities, foundations, small businesses and corporations.

With these various funding sources available, the first step in putting together a Grant Proposal is to determine which source is the most appropriate for your particular project or organization.

Research is critical in this initial step. Leaders and "prime movers" in the community or one's local network can be excellent resources, but the Internet has also become an important research tool in the area of securing Grants.

Concurrently, you will also need to formulate specific questions as to what you want to do. In other words, what is the Grant for?

Here are some typical questions to ask yourself at this stage of your Grant Writing Project:

* What problem or situation are you addressing?
* How are you proposing to address the above?
* What do you want to accomplish?
* What resources are needed to address the situation?
* What are the anticipated problems or pitfalls?
* What expertise or skills do you (and others) bring to bear on this situation?

Be sure to answer these questions in clear and precise terms as your responses will serve as the rationale and starting point for putting together your Grant Proposal.

From here, your next step is to outline you Grant Proposal. In most cases your proposal should include all or most of the following elements:

* Cover Letter
* Proposal Summary
* Introduction of you or your organization
* Purpose of the proposal
* Objectives of the proposal
* Time frames
* Measurements
* Budgeting

Once you have fleshed out the above details, you can begin the task of finalizing your Proposal. As with all Business Writing, write clearly, succinctly and persuasively. In this regard, keep in mind that funding organizations review Grant Requests all the time, so filling up a proposal with extraneous verbiage and boilerplate will not impress anyone.

It is important to note that most funding sources will publish guidelines for completing and submitting Grant Proposals. Be sure to review these and follow them to the letter.

As a final note, be aware that your initial proposal may very well be rejected for any number of reasons. Should this be case, revise and resubmit your proposal -- if not with the same funding source, then with another. If your honestly believe in the value of your idea, you will want to exhaust every effort to get your proposal approved and funded.

For more information on this subject, as well as a look at various examples of templates you can follow when organizing your Grant Proposal, check out the Business Section of your local library or the Internet.

Business Plan Basics

noreply@blogger.com (Jack) — Fri, 30 Nov 2012 13:00:00 +0000

While it is true that business ideas are free flowing in a competitive market, it is equally true that many good and innovative ideas never get past the conceptual stage.

Along with this is a popular misconception that many successful entrepreneurs and executives can merely rely on their reputations or charisma to get their ideas approved. Suffice it to say that personal power, while certainly an asset, is rarely enough to influence most savvy decision-makers.

There is no getting around the fact that championing a business idea involves commitment, persistence, and a lot of back room fact-gathering. The result of which is the writing and submission of a well-thought out and defensible Business Plan.

Of course, putting together a formal Business Plan can be quite an intimidating task for anyone. But as is the case with most Professional Communications, writing an effective Business Plan is a process, and if you approach the task in this manner, it can be made less overwhelming and more manageable.

Granted, some entrepreneurs may resist using such a reasoned approach, but the upshot is when Business Planning is approached systematically, it is less likely the final plan will be dismissed as being long on vision, but short on details.

That said, the first step in the writing process is to translate your business idea into a clear vision of what is to be accomplished. This is usually done by articulating goals, strategies, and values vis-a-vis a Mission Statement.

When writing a Mission Statement, use superlatives in describing your vision. However, this should not be an exercise in writing fancy boilerplate. After all, these statements supposedly reflect the rationale for the enterprise. Thus, take the time to get a consensus on what the Mission Statement should say and mean in real terms. Make it tangible and attainable.

For additional insights about Mission Statements, look up examples of published statements on the Internet or in the opening pages of many Annual Reports.

The next task involves formulating answers to the following key questions in support of the Mission Statement:

* What type of Business is to be established? (Proprietorship, Partnership,etc.)
* What will be Management and Organization of the business entity?
* What are its products or services?
* What is the target market and who is the competition?
* What is the Marketing and Sales Strategy?
* What are the financial projections?
* How will the business be funded?

It is critical that each of these questions are answered in detail and with specificity. Also, remember that those who will be reviewing the plan will be doing so with critical eyes, as well as with a certain degree of skepticism. Thus, write clearly, expansively, and persuasively. If you need help in this regard, enlist the expertise of a good Wordsmith.

Once the above questions are answered, the actual formatting of the Business Plan can begin. While there is no hard and fast rule for organizing and packaging these documents, reviewers will have expectations as to what information should be included, and in what manner it should be presented.

This should not suggest that Business Plans should be devoid of creativity; however, the writer's focus and energy should be on content. Adding a few "bells and whistles" may be a nice touch, but only so long as they are not used to mask any questionable facts or assumptions in the Business Plan. Reviewers are not fooled by such tactics.

With the above in mind, the basic elements that are typically found in most Business Plans are as follows:

*Cover Page
*Table of Contents
*Executive Summary (see below)
*Business type and description
*Management and Organization
*Products and Services
*Marketing and Sales Strategy
*Financial projections and funding sources
*Appendix of relevant supporting documents

Arguably, the most important part of a Business Plan is the Executive Summary. A simple truth is that reviewers and decision makers, whether they are bankers, investors, or corporate CEOs, are busy people who will often judge the merits of a Business Plan based solely on the Executive Summary.

Accordingly, an effective Executive Summary will describe all the elements of a Business Plan, but in a shortened format. As a general rule, two or three pages are usually sufficient, but the writer must ensure the Executive Summary covers the highlights without glossing over essential details.

The final step in the writing process is review and revision. Editing and Proofing are a given, but before finalizing the Business Plan, have others critically review what has been laid out. After all, one's success and livelihood may be at stake, so relying on the input of trusted third parties is a common sense way to reality test the Business Plan.

If you need additional help, the Business Section of your local library and the Internet are good depositories of free information and advice on this topic. By all means, check out these resources. The more insights you can gain about writing your Business Plan, the better equipped you will be to write an effective and persuasive document.

Marketing Plan Basics

noreply@blogger.com (Jack) — Fri, 23 Nov 2012 05:02:00 +0000

In its simplest form, a Marketing Plan defines a particular market, and details strategies and tactics for marketing specific products or services.

As common planning tools, Marketing Plans are used by entrepreneurs in “start up” situations, and by established companies embarking on new product lines. And while these plans may exist as stand alone documents, most are written as complementary components of an overall Business Plan.

Marketing Plans are generally written to cover a one year period; however, it is not unusual for companies to write three to five year plans. But regardless of whether a plan covers one year or multiple years, it should be adaptable to changes in business climate and market conditions.

As with any formal planning document, writing a Marketing Plan requires both writing and analytical skills. The ability to write clearly and succinctly is a given, but writers should also have some degree of expertise in Marketing Principles and Forecasting, as well as an ability to gather and interpret relevant market research data.

That said, compiling a Marketing Plan is a step-by-step process. And while methods and techniques may vary, writers should begin the process by asking themselves some very specific questions. Examples of the kinds of questions that need to be addressed include the following:

*What is my overall objective?

*What products and services do I wish to provide?

*What is my target market?

*Who is my competition?

*Does market research support my objective?

*What are my marketing and promotional strategies?

*Will promotional work be done in-house or contracted out?

*What is my anticipated budget?

*Have I established measurable marketing goals?

*How will these goals be monitored?

*Are these goals adaptable to changing conditions?

Be mindful that these types of questions provide the context and framework for the final plan. As such, it is crucial that your answers be detailed, specific, and based on verifiable data. This is especially important when obtaining input and answers from product specialists, industry experts, or Marketing Research Professionals.

Obviously, this step will require much fact-gathering, analysis, and collaboration. But it is only after this information is collected and organized can the task of formatting and writing the Marketing Plan begin.

By and large, how an individual writer will approach this task is generally a matter of personal and organizational preference. As such, Marketing Plans run the gamut from being very creative to being very pragmatic. However, the key is to choose a writing style that will be most receptive to those who will be evaluating the Plan.

The upshot is that you may format your Marketing Plan as you choose, but reviewers will expect the final plan to include most, if not all, of the following elements in one form or another:

* Objective
* Market Analysis
* Marketing Strategy
* Promotional Activities
* Budgetary Information
* Marketing Goals
* Monitoring of Goals

One other element that should be included is an Executive Summary. Busy reviewers and decision-makers often prefer to use summaries as screening devices, so take the time to include one. As a general rule, two or three pages covering the highlights of the Plan will usually suffice for this purpose.

For more information, check out the Business Section of your local library or the Internet where you will find many useful resources on this topic.

Jack

Related Links:

http://www.infotoday.com/mls/jun99/how-to.htm

http://knowthis.com/tutorials/principles-of-marketing/how-to-write-a-marketing-plan.htm

The A-B-Cs Of Strategic Planning

noreply@blogger.com (Jack) — Fri, 16 Nov 2012 14:00:00 +0000

As most Management Text Books point out, the basic objective of any organization is to perpetuate its existence. Implicit with this objective is that organizations must take proactive steps to make their continued existence a reality.

That said, case studies abound of once viable and profitable organizations that withered and died, seemingly overnight. Of course, many internal and external factors can contribute to an organization's demise, but with all due respect to hindsight, a lack of vision and long-range planning are often attributed as its root causes.

Obviously, all the planning in the world is no guarantee that any organization can survive in perpetuity, yet, Strategic Plans are written to detail an organization’s goals and strategies for their continued viability, usually over a five to ten year period.

Strategic Planning is practiced by all established organizations, regardless of their size or type. Larger profit and non-profit organizations will generally utilize formal planning functions or planning committees for this purpose. But even the smallest organizations will devote time and effort to facilitate some level of long-range planning.

The first step in putting together a comprehensive Strategic Plan is to ask pointed questions that focus on the present state of the organization with an eye towards the future. Be mindful that it is natural and desirable for a lot of "blue sky thinking" to be at play at this stage, but, in the end, the critical questions to be addressed can usually be boiled down to the following three:

1. As an organization, where are we?
2. Where do we want to go?
3. How do we plan on getting there?

Formulating clear and reasoned answers to each of these questions will normally involve the input and collaboration of key individuals or planners from across the organization. It will then fall upon a central planner or coordinator to edit and integrate this input into an organizational perspective and consensus.

It should be noted that the best Strategic Plans are those that strike a good balance between vision and practicality. In other words, it is vision tempered by anticipated internal and external influences. Likewise, the answers to the above questions need to address what is possible now versus what may be possible in the future.

That said, some of the factors to be considered in formulating answers to these questions should include the following:

* Financial resources of the organization
* Business Climate (geographic and regulatory issues)
* Customer demographics
* Product and Service lines (existing and planned)
* Competing organizations
* Marketing strategies
* Technology and Innovation
* Human Resources

The next step involves organizing, refining, and synthesizing the forecasts, opinions, and raw data from the above exercise, and then using this input as the basis for drafting the following elements:

* Mission Statement – Who are we?
* Objectives – What do we want to be?
* Goals - What are our benchmarks?
* Implementation Plan – How will we do this?

Once these elements are drafted and agreed upon, the task of formatting and finalizing the Strategic Plan can begin. The actual packaging of the plan will vary according to organizational style and preference; however, most plans will include the following:

* Executive Summary
* Organizational Description
* Mission and Values Statements
* Goals
* Strategies
* Action Plan
* Appendices

Obviously, this is only a bare bones outline of a typical Strategic Plan and the Strategic Planning Process. For more detailed information, check out the Business Section of your local library or Internet, where you will find many useful desktop and online resources. To help you get started, check out the links below.

Jack

Related Links:

http://managementhelp.org/plan_dec/str_plan/writing.htm

http://www.mystrategicplan.com/strategic-planning-tools/how-to-create-a-strategic-plan.shtml

http://allbusiness.com/business-planning-structure/business-plan/2976247-1.html

Developing Company-Wide Training Plans

noreply@blogger.com (Jack) — Fri, 09 Nov 2012 19:40:00 +0000

Employee Training and Development can represent a substantial investment for any organization. However, it is an investment worth making provided it leads to measurable improvements in employee skills, knowledge and productivity. That said, it is not enough for organizations to focus only on the size of their financial investment for Employee Development.

A simple fact is that training is most effective, both in terms of cost and efficacy, when there is also an organizational commitment to ensuring that training is pertinent, supportive of organizational goals, and is reinforced on the job.

Unfortunately, when this commitment is not present, Employee Development becomes little more than an exercise in filling up a Training Calendar, often without rhyme or reason. And let's face it, this often amounts to the expending of resources on training programs with little or no organizational relevance.

To preclude this from happening, Employee Development must be viewed and treated as a critical Business and Organizational Strategy. In other words, it should be a formal plan for addressing those employee skills and competencies the organization has identified as important for meeting its short and long-range business objectives.

On the surface, this may sound like a vague and esoteric exercise, but in practical terms the task of reality-testing Employee Development Programs, and aligning them to organizational goals and objectives is a logical and straight-forward process.

The basic steps of this process are outlined as follows:

1. As any Training Professional will tell you, everything begins with a Needs Assessment. In this step, the aim is to identify developmental wants, needs, and priorities. As such, gathering data from some or all of the following sources will usually yield valid insights:

* Surveys
* Personal interviews
* Focus Groups
* Business and Strategic Plans
* Policies & Procedures
* Performance Appraisals

2. Draft an outline of the overall Employee Development Strategy based on the results of the Needs Assessment. In this step you will be organizing existing and needed programs as a proposed curriculum. Concurrently, consider eliminating any existing programs that are not relevant to the proposed Employee Development Strategy.

3. If necessary, revise existing programs or recommend new programs that will be needed to flesh out the Employee Development Curriculum. This task calls for expertise in evaluating and designing Training Programs. Ideally, in-house Training Specialists are available for this, but if this is not an option, then consider using outside consultants. At the very least, research the many desktop and on line resources available on these topics.

4. Consider how the training will be reinforced back on the job. Getting the managers and supervisors of program attendees involved in the training process is critical. Simple options for affecting this include formal managers’ briefings or the design and distribution of coaching tools.

5. Develop a proposed system for measuring training results. Measurement is often viewed as the “Holy Grail” of training, but it need not be so elusive. Pre and post training questionnaires as well as skills inventories usually work well for skills training, but with a little ingenuity, this method can also be adapted for other more subjective types of training.

6. Finalize and “sell” the proposed Employee Development Strategy to Senior Management. The importance of this step cannot be over-emphasized. As was stated earlier in this Posting, securing Senior Management’s commitment to Employee Development entails more than securing a cursory financial “sign-off”.

Top of the house decision-makers have a central role in the support and reinforcement of organizational training efforts. As such, Senior Managers will have to be convinced that the proposed Employee Development Strategy is in line with organizational priories, and is thus worth their active support and involvement.

7. Once the Employee Development Strategy is approved, spare no expense or effort in announcing, marketing and implementing this plan. Considering all the work invested, it hardly makes sense to use a low-key approach in getting this strategy up and running.

In the end, Employee Development is an important Management Initiative for sure, but it should be viewed by employees as a valuable Fringe Benefit. Of course, for this perception to ring true, an organization’s training efforts must be relevant and first-rate. Are yours?

For more information on this topic, check out the Business Section of your local library or the Internet where you will find many useful tips.

Jack

Related Links:

http://humanresources.about.com/od/trainingneedsassessment/ht/training_needs.htm e.htm
http://ezinearticles.com/?How-to-Develop-a-Training-Strategy&id=1608871

Developing Manuals and Procedures: Getting Started

noreply@blogger.com (Jack) — Fri, 02 Nov 2012 05:16:00 +0000

Developing Manuals and Procedures is a very labor-intensive process, as well as a challenging and daunting project for anyone facing this task.

The ability to write clearly and succinctly is obvious, but Organizational, Project, and Analytical Skills are just as important. And let’s not overlook the interpersonal challenges, where everything from company politics to "luke-warm" cooperation can derail the development process at the onset.

The upshot is that writers need to tap into all of their skills and talents in order to do the job properly.

Manuals and Procedures are written to cover just about every facet of an organization, from rules and regulations to processes and procedures. That said, writers need to first decide what type of manual is to be written. Thus, begin by asking the following questions:

* What is the scope of the manual? (company-wide or departmental)
* Is the manual detailing rules or operating procedures?
* Will the manual be used for reference or training purposes?

How you answer these questions will help determine the type of manual you will be writing. There are many types, but most will generally fall under one or more of the following categories: Policy, Procedures, Standards, User, Reference, Training, Operator, and Service.

For the writer, it is important to remember that each of these types have different purposes and objectives, and each varies with respect to organization, content, and detail.

Another consideration at this early stage is to decide whether the manual will serve a single or multiple purpose. While each of these above types can exist as stand-alone manuals, in many organizations they are often combined. Some of the more common examples are:

* Policy and Procedures
* Standards and Guidelines
* Operations and Service
* User and Reference

In many cases it makes perfect sense to group two or more related types of manuals for efficiency, productivity, and easy reference. But how you do it will often be determined by organizational custom and the needs and wants of the intended users.

Once you have answered the above questions, you can begin the writing process in earnest. The basic steps are as follows:

* Determining Style and Format
* Identifying Resources
* Developing an Outline
* Preparing a Working Draft
* Editing and Proofing
* Getting Approvals
* Finalizing and Publishing

The next Posting will expand on these steps as well as outline the function and format of the more common types of Manuals and Procedures used in Business Organizations.

Jack

Tips For Writing Manuals And Procedures

noreply@blogger.com (Jack) — Fri, 26 Oct 2012 05:10:00 +0000

It goes without saying that developing an effective manual takes many skills. Writing clearly and succinctly is obvious, but Organizational, Project, Analytical, and Interpersonal Skills are just as important.

The upshot is that developers need to tap into all of their skills and talents if they want to create references that are both definitive and useful.

As with most Business Writing, developing a manual is a process, and if you learn to view the task in this manner, it becomes much more manageable. Thus, start by reviewing the basic steps for drafting manuals and procedures.

THE PROCESS

(1) Determine Style and Format

Use existing manuals as your model. If none exist, then work to get a consensus on what format will work for your organization.

(2) Identify Resources

Start with a review of possible existing manuals or Standard Operating Procedures. If starting from scratch, research authoritative outside resources, such as government regulations, technical specifications, and professional associations for industry-specific standards.

Next, interview appropriate internal specialists who may have substantive and detailed knowledge of the particular subject.

(3) Develop an Outline

Organize each section of the manual by subject. In many cases, these subjects will serve as the chapters or sections of the manual. From here, take each chapter in turn and develop a preliminary outline.

Don't obsess with being too fine at this point, as refinements will be constant throughout the process.

(4) Prepare a Working Draft

Expand your outline into a rough draft. If you are describing a process or procedure, be as detailed as you can. Also be prepared to list terminology, equipment, and materials.

If illustrations are to be included, rough these out or reserve space for their later inclusion.

(5) Review and Refine

Once you review the draft for style and readability, you will need to have it reviewed for accuracy and completeness. In many cases, this will mean using content experts.

Of course, these experts should have already been identified in the "Identify Resources" step.

(6) Get Approvals

This step in the process can be the most lengthy and frustrating. Be prepared for disagreements and bottlenecks.

The writer can try to anticipate this by factoring in additional time, but in the end, it will still fall on the writer to manage the project by keeping things on track and on deadline.

(7) Finalize and Publish

After all the revisions and rewrites are completed, the manual needs to be thoroughly proofed, then assembled. This is also a good time to set up a review and update schedule for the manual.

Things change rapidly so, in order to keep the manual up-to-date, an annual review is recommended, as a minimum.

TYPES OF MANUALS

The next step is to determine what type of manual you are writing. There are many types for sure, and each type varies greatly with respect to organization, subject matter, and the intended users.

Some of the more common manuals an internal writer may be asked to develop include the following:

Written Instructions

For the most part, writing instructions is a fairly straightforward exercise, but it is not as simple a task as it would appear on the surface. As an example, consider the simple task of frying an egg. If asked, most people would describe this task in five or six steps. But if you were outlining this task for instructional purposes, you should come up with dozen or more specific steps.

This demonstrates a universal problem with writing instructions, i.e., a writer's familiarity with a particular process or procedure can lead to the omission of important details. As such, writers need to remember that the writing of effective instructions is all about the details, so "think small".

Policies & Procedures

Policies govern how the company is to be run, i.e., they outline "what to do" under normal operating conditions. On the other hand, Procedures document step-by step processes, or "how to do it", and can include everything from paying a bill to hiring a new employee.

An established business will usually organize their Policies and Procedures into a formal Policy and Procedures Manual, with each section of the manual detailing a specific function or operation.

Sometimes Policies and Procedures exist as separate manuals, but it is very common to combine the two. Regardless, policies are always the governing authority, and care must be taken to ensure that written procedures comply and reinforce this authority.

Standards & Guidelines

Most established companies, whether large and multi-national or small and local, attempt to set standards for their products, services, or personnel. And these can cover anything from production quotas, to quality control, to dress and conduct.

Standards are usually measurable and non-negotiable benchmarks. On the other hand, Guidelines, while not necessarily mandatory or as stringent as Standards, are designed to provide employees and managers with suggestions and rationales for dealing with certain situations or job processes.

In some organizations, Standards and Guidelines are included with policies and procedures, while in other companies, they are compiled as separate manuals and organized in a variety of ways, such as by department, process, or job. Either way is acceptable and generally depends on organizational custom and preference.

Operations & Service Manuals

Operations Manuals detail the resources and processes required for a function or department to complete its mission. And these types of manuals can cover every department within an organization, from Administration to Manufacturing

Another type of manual that is often combined with an Operations Manual is the Service Manual. As the name suggests, this type of manual is primarily associated with the maintenance and troubleshooting of systems and equipment.

It should be noted that Service Manuals are often written and updated by outside vendors and technical specialists. Even so, the internal writer should still ensure these manuals adhere to the same style and readability of internally-produced communications.

User & Reference Manuals

It's a given that learning to use all the features of software, hardware, or other business tools, invariably involves "looking things up". And this usually means diving into a User and Reference Manual.

User Manuals, as the name suggests, are written for primary users or operators. They usually describe the basic operations of a particular piece of software or hardware - from installing a program, to the minor care and servicing of equipment.

Reference Manuals are much more detailed than User Manuals. They are usually written for experts and technical specialists, so they will often contain such information as software codes, hardware specifications, detailed troubleshooting, and contact information.

Training Manuals

A formal Training Manual is an expansion and refinement of the "Written Instructions" presented earlier in this article. These types of manuals can be designed as self-paced learning tools, on-the-job training guides, or as companion texts for seminars.

By and large, Training Manuals are designed to present, detail, and reinforce new concepts or processes. Usually organized by "Units", the most effective Training Manuals are those that provide trainees with basic information, upon which more advanced skills and competencies are introduced through practice on real-life scenarios.

For the writer, designing and packaging an effective Training Manual is a two-step process.

In the design stage, it starts with coordinating and working with content experts. Simply put, these experts will provide the writer with the raw material for the manual. From here, it is a matter of "Instructional Design".

Ideally, this should be left up to a Training Professional or Instructional Designer. In larger organizations this expertise may be available in-house, but in many smaller companies, it is often left up to an internal writer to muddle through this task.

If this is your situation, then you should look into using an outside specialist. If this is not possible, you should, at the very least, research the many desktop and online resources available on this subject.

Packaging is the second step in putting together a Training Manual. Basically, this step addresses the format, style, clarity and readability from a creative or marketing perspective.

Simply stated, if you want employees to use a Training Manual, or any manual for that matter, it will have to be visually appealing and easy to use. In this regard, don't be afraid to exercise your creative talents. Be mindful that learning may not always be fun, but it shouldn't be completely dry and lifeless either.

On line Manuals

On line Manuals have several advantages over printed versions. The obvious pluses are they are easier to keep current, and are more readily accessible to remotely located users than traditional bound volumes.

Of course, an effective On line Manual requires additional features that are not part of a printed version. For example, a keyword search capability, and "links" to other manuals or sources are two features that have become pretty much standard and expected of digital documents.

For writers not adept at "Interactive Learning" or "Web Design", this means learning new skills or enlisting the help of others (from either inside or outside of the organization) who do possess these skills.

A Few Final Words

In the end, all manuals, regardless of type, need to be comprehensive, up-to-date, and "user-friendly". Anything less will be largely ignored. A writer tasked with developing a manual has an opportunity to create an enduring and valuable resource for their organization. That said, why not embrace the challenge and do the the job correctly?

Related Links:

http://writershelper.com/instruction-manuals.html

http://en.wikipedia.org/wiki/Instructional_design

http://www.webdevelopersjournal.com/articles/convert_documents.html/

http://www.useit.com/papers/webwriting/

Jack

Writing Manuals And Procedures: Quick Tips

noreply@blogger.com (Jack) — Wed, 24 Oct 2012 13:00:00 +0000

Admittedly, writing a manual will never be confused with creating great literature. After all, a manual is all about details and processes, not plots and characters. However, good writing is good writing no matter what the subject and it is up to writers to enhance the clarity and readability of even the most narrow technical topics.

In the previous postings on this topic, it was stressed that putting together an effective manual is a formidable job for any writer. But as with most Business Writing Projects, we are talking about "Process". And although a Business Communicator may not necessarily author an entire manual, he or she will often be responsible for managing the writing process.

In real terms, this means coordinating and monitoring the following steps of the manual writing project:

* Determining Style and Format
* Identifying Resources
* Developing an Outline
* Preparing A Working Draft
* Reviewing and Refining
* Getting Approvals
* Finalizing and Publishing

Granted, each step of the above process can be a minefield of organizational politics and frustration for the writer, but the intent is not to over-simplify things. Instead, the aim is to provide the writer with a straight-forward starting point for developing and writing most common office manuals.

With this in mind, here are ten tips for writers to consider as they advance through the manual writing process:

1. Do not assume or presume common knowledge.

2. Write for potential users, not content experts.

3. Edit for clarity by eliminating vague and imprecise language.

4. Define terms or include a glossary.

5. Include an index. Make subjects easy to find.

6. Use varying fonts, colors, and bullets to add visual interest to text.

7. If illustrations are to be included, have them done professionally.

8. Ensure selected users and content experts critique drafts.

9. Build in a review and update schedule for the manual.

10. If none exists, set up a system for disseminating manuals and updates.

Jack

Business Writing: Tips For Writing Complaint Letters

noreply@blogger.com (Jack) — Wed, 06 Jul 2011 05:04:00 +0000

Sooner or later just about every consumer will have occasion to send a complaint letter to a company or vendor, thus making this kind of letter is one of the most common forms of Business Communication.

That said, companies are inundated by formal complaints, so unless your letter is focused, firm, and logically constructed, the chances of it being read and quickly acted upon will be greatly diminished.

It goes to reason that when someone feels compelled to formally complain via letter, strong emotions are at play, and these can easily make any legitimate complaint seem like a rambling rant. This will likely relegate the letter to a "slush pile" of crank mail.

In order to maximize the effectiveness of your complaint letter, keep the following tips in mind:

*Be professional and unemotional.

The first order of business in constructing a complaint letter is for the writer to get his or her emotions in check. Coarse language, sarcasm and idle threats will get you nowhere.

Be mindful that Human Nature being what it is, someone reading your letter will not be inclined to affect a helpful attitude if the tone of the letter is construed as being personal and insulting.

*Carefully state your argument or issue.

By the time you feel a letter is your only option, you undoubtedly have tried to rectify your complaint either by telephone, email, or perhaps in person. This being the case, include references to all of your previous efforts to resolve your issue.

An effective approach is to include a time-line which outlines all the actions you've taken to-date as well as any conversations or communications, positive or negative, you may have received from the company regarding the complaint.

*Address the letter to the appropriate person or authority.

It is usually best to exhaust all complaint avenues at the lowest level. However, should you feel your issue is being ignored, not taken seriously, or has been relegated to a low priority, then it's time to move up the chain-of-command.

You may decide to bring the matter to the attention of a higher authority either directly or by copying someone. This could be a Customer Service Manager, Department Head, or the Company President. Research this information and get the proper name(s), title(s), and mailing addresses.

*Spell out precisely what you want.

Are you expecting a return, exchange, cancellation of the order, or something else? Be specific and reasonable even if your perception of the company's reaction to your initial complaint has been anything but reasonable in your mind.

*Be specific about follow-up.

Indicate when you expect a response. Is it within a few days, a week, or some other time frame? Do you want a phone call, letter, or both?

It is also important to articulate possible actions on your part in the event your letter goes unanswered. Will it mean the cancellation of subsequent orders, a complaint filed with the Better Business Bureau, or in extreme cases, legal action?

Let it be said that most legitimate businesses take Customer Service seriously, and legitimate complaints will be dealt with in a timely manner. On the other hand, there are occasions when mistakes, misunderstandings, and ineptness can turn Customer Service into a nightmare.

In such instances, customers need to control the situation by being honest, assertive, and dogged in resolving their complaints. A well-crafted complaint letter and subsequent follow up is usually the most effective way to get satisfaction.

Jack

*Be specific about follow-up.

Business Writing: Memos vs Email and Faxes

noreply@blogger.com (Jack) — Wed, 29 Jun 2011 05:02:00 +0000

The Inter Office Memo continues to fill a valuable communications niche within organizations. While faxes and email are now often used in lieu of memos, there are instances when a typed memo is more effective and appropriate.

Generally speaking, memos are a mainstay of internal Business Communications. Less formal than traditional letters, memos have served as the principle means of communicating "for the record" within organizations. That said, the emergence of Electronic Communications has been a game-changer in this regard.

Of course, this change has had a profound positive effect on personal productivity, but this should not suggest that faxes and email should replace all forms of Internal Communications.

For the most part, any topic that is general or global in nature such as announcements, and informational or policy issues are tailored-made for Electronic Communications. However, problems can arise when these devices are used to communicate sensitive information.

When communicating this kind of information, be mindful of the following:

*Privacy

The simple fact is that email and faxes are stored and can be retrieved. As such, be aware that communications dealing with confidential matters are not as secure as you would like to believe.

Areas of concern would be Human Resource matters, legalities or controversial operational issues. Simply put, the possibility of having these kinds of communications scrutinized by anyone but the writer and the addressee should be reason enough to be cautious.

*Information Overload

Let's face it, employees are inundated by all manner of electronic communications, both important and mundane.

Because of this, many faxes and email messages go unopened or are viewed only sporadically. As such, communications that are time-sensitive or require a quick response may not be read at all. A typed memo can circumvent this deluge.

*Reader Reaction

Faxes and email are generally viewed as impersonal. While not necessarily intentional, this is often the effect when communications are written for the convenience of the writer as opposed to the reader.

It goes to reason that receiving a personalized hard-copy communication on company letterhead will have far more impact on the recipient than a fax or email. That said, when writing an important and sensitive communication to an individual, take the extra time to make the communication something out of the ordinary as well as something worth reading.

In the end, a writer needs to carefully consider the subject of the communication. Though the immediacy and convenience of Electronic Communications is unquestioned, the same cannot be said about the judgment of a writer who treats all communications the same.

Jack

Business Writing: Thoughts and Tips On Using Form Letters

noreply@blogger.com (Jack) — Wed, 22 Jun 2011 05:01:00 +0000

Granted, there's nothing more impersonal than receiving a Form Letter. But for all the negatives associated with these types of letters, they persist as common communications for companies both large and small.

Negatives aside, not all Form Letters are necessarily bad. For routine announcements, transmittals, and sign-up activities, a standardized communication ensures consistency in language, style and tone. The caveat being the subject and content of the communication should be unquestionably routine or general in nature.

It should be noted, that Form Letters, regardless of the subject, should still be individualized, thus giving recipients some semblance of an original communication. Fortunately, with Word Processing, form letter blanks can be saved as templates. These , in turn, can be called up and addressed and mailed as needs arise.

By and large, these kinds of Form Letters can be effective; however, problems arise when they are used inappropriately. These would include subjects where a non-standard letter is called for, such as Human Resource Actions, Sales Letters, and Customer Service Issues, to name a few obvious misuses.

In these instances, an original letter will be better-received in that it will be customized to address a specific circumstance or individual. That said, it may still be useful and productive to use an existing template as a draft and edit accordingly.

Whether you or your company uses Form Letters is usually a matter of personal preference or philosophy. Surely most individuals will react more positively to original communications, but if staffing or operational issues make this impractical, then Form Letters can be viable communication devices.

As a final word, it is good practice to view all written communications as original and as unique as the addressess themselves. And while Form Letters can serve a useful purpose, be mindful that overusing or misusing such devices can lead to reader apathy as well as credibility problems for the writer.

Jack

Preparing Presentations: Quick Tips

noreply@blogger.com (Jack) — Wed, 25 May 2011 05:03:00 +0000

For most people, public speaking is one of their most fearful tasks. Granted, it seems unfair that individuals with a natural talent for speaking can make this task seem so easy and effortless. But regardless of whether you are a"natural" or an inexperienced speaker, preparation is key for a successful presentation.

That said, preparation for less experienced presenters may focus more on overcoming "stage fright" and less with developing the content of their presentations. And while this is understandable, speakers must remember to give equal weight towards organizing and structuring what they have to say.

Let's face it, most of us have attended training sessions and presentations where we questioned why we wasted the time attending in the first place. Of course, not every presenter will dazzle an audience with his or her "platform skills", but this is not necessary if the presentation is focused and well-organized.

Here are ten tips to remember when preparing your next presentation:

1. Clearly identify and list the objectives of the presentation.

2. Draft an outline based on these objectives.

3. Refine and expand the outline into a "script".

4. If used, ensure visuals and printed materials reinforce the main points of the presentation.

5. Likewise, refrain from using hand-drawn charts, diagrams, and hand-outs.

6. During the presentation, resist reading visuals word-by-word.

7. Allow time for questions and some discussion. Most adults are quickly bored with lectures.

8. Above all, keep things moving and be sure to start and end as scheduled.

9. Solicit feedback and make revisions for subsequent presentations.

10. Practice makes perfect. Rehearse!

For more details, refer to the previous Postings on this topic as well as the many desk top and web-based references available on this topic.

Jack

Preparing Presentations: Tips For Using Visual Aids and Handouts

noreply@blogger.com (Jack) — Wed, 18 May 2011 05:02:00 +0000

While it is true that Visual Aids can enhance a public speaking topic, it is equally true these devices alone will not compensate for a poorly prepared presentation or presenter.

Of course, there’s nothing wrong with adding a few "bells and whistles" to a presentation. After all, most people react positively to visual cues. But when visuals are either misused or overused, they can easily obscure a speaker's message, thus leaving attendees wondering what they just sat through.

That said, in designing a presentation, the first order of business is to identify the topics to be covered and the objectives for each topic. It is only after these are established, that it makes sense to determine the best way to present and reinforce these objectives.

Next, if it is determined that Visual Aids will enhance the presentation, then the presenter will need to determine which type of visual will best do the job.

Obviously, there are many types of Visual Aids, running the gamut from commercially produced Videos and DVDs to in-house produced Slides, Overheads and Power Point Presentations. And let's not forget flip charts, and black or white boards.

It should be noted these latter three visual devices are ideal for recording discussion points and summaries in real-time. And while these can add an element of spontaneity to a presentation, their use requires an active presentation style -- a "platform skill" less-experienced presenters may not have developed.

Overheads and Slides provide for a more polished (and formal) presentation, and since these visuals are done beforehand, the presenter can ensure coverage of all the important objectives of the presentation. The downside is the potential boredom of the attendees, especially if the presenter resorts to reading these visuals aloud and for verbatim.

The best strategy is to use a combination of Visual Aids. Of course, this depends on the skill and comfort level of the presenter. And these will only come with practice and experience.

Here are a few tips to remember when designing and using Visual Aids:

* Only include visuals that add interest and impact to the presentation.

* Likewise, make sure all visuals are germane and relevant to the topic.

* If visuals are summarizing key points, keep wording to a minimum.

* Resist reading the visuals word-by-word. Attendees can do this themselves.

* Aim for a degree of spontaneity and "give and take". Canned presentations excite no one.

* Be careful of visual overload. There's a fine line between interest and distraction.

* In the event of equipment problems, have a backup plan.

While Visual Aids can dress up any presentation, items such as handouts and other assorted "takeaways" are tangible enhancements that can serve as reference and reinforcement tools that attendees can use back on the job.

Handouts can be reproductions of the visuals used in the presentation or supplemental information not covered in the presentation. For Training Seminars, these items may include workbooks, manuals, and charts, to name a few common examples.

The best supplemental materials, are clearly written and self-evidently useful. Conversely, poorly designed handouts will, in all likelihood, be discarded or largely ignored. And if this is the case, what’s the point of distributing them in the first place?

In order to maximize the most benefit from distributing handouts, consider the following tips when designing these aids:

* Like visual enhancements, only use these materials to reinforce and supplement the main points of the presentation.

* Strive for brevity and clarity. Handouts that are wordy or visually confusing will be ignored.

* Have charts and diagrams prepared professionally. In this day and age, there’s no legitimate reason for any presenter to distribute copies of hand-written notes and charts.

* During the presentation, refer to these materials but resist reading them verbatim.

* If the printed materials are designed to be used as desktop references, emphasize this point to the attendees.

In the end, design and distribute handouts as part of the overall design of a presentation, and not as afterthoughts or fillers. This will make for a tighter and more focused presentation that, and one that will be more meaningful and informative for the attendees.

Jack

Preparing Presentations: Scripting Your Message

noreply@blogger.com (Jack) — Wed, 11 May 2011 05:06:00 +0000

In the business world, making presentations is as common as writing memos. That said, public speaking remains a most uncomfortable task for many business people. Granted, those with a flair for public speaking can make this task look easy, but even accomplished speakers have learned that the key to performing this task well is preparation.

In this regard, speaker preparation should focus on "Content" first, and "Delivery" second. Unfortunately, many inexperienced speakers become so obsessed with "putting on a good show" that content becomes the secondary focus. And if the content of the presentation is lackluster, all the Public Speaking Skills in the world will do little to improve this.

Simply put, presenters must develop their content through careful scripting of their message. And this holds true whether one is delivering an address at an Annual Sales Conference, or summarizing departmental activities at a weekly staff meeting.

Scripting a presentation is Business Writing, and as with most Business Writing this task begins with a plan. First off, the presenter needs to identify the purpose of the presentation. Next, it’s a matter of putting together an outline of what is to be covered in support of this stated purpose.

But these two steps will only provide the bare bones of a presentation. For a complete script, the presenter needs to “flesh” things out with a few adornments. In this context, we mean the handouts, visuals, or other resources a speaker may use to enhance and refine the presentation.

Of course, a presenter has to be careful about misusing these devices. Too many can overwhelm the message, and “wordy” ones will often bore an audience. In a word, be judicious in the use of visuals and the like. Your aim should be to add interest and emphasis, so only include visuals that will highlight and reinforce the main points of the presentation.

As you put together your presentation, here are seven tips to consider:

1. Identify the objectives of the presentation in clear and precise terms.

2. Formulate an outline of the presentation based on these objectives.

3. Design handouts and visuals with purpose and not as "filler".

4. Expand the outline into a formal script.

5. Time Block your script, making sure you allow for questions, discussion, etc.

6. Rehearse the presentation. Practice makes perfect!

7. Make revisions.

It should be noted that it is natural for most speakers to experience some anxiety or "stage fright". But again, preparation is the key to overcoming this. If you take the time to know your material "cold" and speak with an air of confidence, you may be surprised by just how well you’ll do.

Finally, it is important for speakers to "stay within themselves" when delivering their presentations.

While it may be useful to observe other speakers' styles, mimicking others is not always prudent. Jokes and amusing anecdotes may work for some speakers, but if you are not at ease with using these devices, then don't use them. In the end, it's the content that should be remembered, more so than the cleverness of the speaker.

Jack

Sales and Marketing Communications: Quick Tips

noreply@blogger.com (Jack) — Wed, 27 Apr 2011 05:03:00 +0000

That Personal Salesmanship plays a critical role in closing any sale is a given; however, the communications that commonly support a company's Sales and Customer Service efforts are the primary means for initiating and managing selling relationships.

In this series of Postings, we looked at several common Sales and Marketing Communications that generally support a company's sales efforts. Obviously, these types of communications must be well-written, but they also need to be upbeat, focused on specific customer issues, and proactive in tone.

That said, keep the following "quick tips" in mind when drafting Sales and Marketing Communications:

*Sales and Prospecting Letters - Write clearly and with clear intent. The aim is to establish credibility and schedule a face to face meeting.

*Estimates - Always formalize estimates in writing. "Calculate" costs, use realistic time frames and include all obvious and hidden costs.

*Proposals - Start with an estimate then expand. Outline your approach, the benefits of this approach, your experience or expertise in handling similar situations, and any testimonials or references relating to your ability to do the job.

*Price Lists, Quotes, and Bids - Price Lists and Quotes tend to reflect standard prices for goods and services. Bids are tailored to specific customers and are usually submitted as entries in a competitive process.

*Customer Service Letters - Be personal and express a helpful and empathetic tone. Summarize the problem as defined by the customer, offer a mutually acceptable solution, and include a follow up date.

*Advertising And Promotional Materials - The writing of Advertising Copy and the design of most Promotional Materials is a Specialty best left to those with skill and training in these areas. In the absence of in-house expertise, consider contracting with outside Marketing Professionals.

For more detail, please refer to the individual Postings and Links on these topics. Also, an online search or a browse through titles available through http://www.amazon.com/ (or other like sources) will yield many publications with specific examples and templates.

Jack

Writing Advertising and Promotional Materials: An In-House Function?

noreply@blogger.com (Jack) — Wed, 20 Apr 2011 05:03:00 +0000

While it is true that a good wordsmith is apt to tackle just about any writing assignment, it is equally true that certain types of Professional Communications are best left to those with specific training and experience. This is especially so when it comes to developing advertising and promotional materials.

Of course, this is not to suggest that the writing of all Sales & Marketing Communications is beyond the capabilities of internal staff. Indeed, communications such as Sales and Prospecting letters, Product and Service Descriptions, and Proposals are often the products of talented in-house staff.

Just the same, the writing of brochures, pamphlets, in-depth Product Profiles, and Advertising Copy is more "technical" and will benefit from the input of a Professional Marketeer.

Granted, Word Processing and Desk-Top Publishing Tools can be used to mimic the professional "look" of these types of communications, but, they may come up short with respect to focus and impact.

For the most part, writing effective copy for Marketing and Promotional Communications requires more than just the ability to turn a clever phrase. Obviously, word virtuosity is a plus; however, this must be complemented by the skill and know-how to package, target and strategize such communications.

In large companies this expertise may exist in-house; however, this is usually not the case in businesses with limited staff. As such, some smaller firms may be tempted to "wing it" on their own in order to save a buck or two. Needless to say, this is a short-sighted decision that can quickly put a company at a competitive disadvantage.

It should be stressed that when a company self-promotes its products and services, it is entering into an arena that is more complex that it appears on the surface. And the simple truth is that companies who ignore this complexity should not be too surprised when their products or services are not selling to expectations.

The upshot is that most advertising and promotion goes beyond the scope of normal Business Writing. In the absence of in-house expertise, there are many outside Marketing and Advertising Resources a company can contract with in this regard. It can be costly, for sure, but it is one "cost of doing business" expense that can positively affect sales in a measurable way.

In the end, your products and services deserve professional promotion. An online search or being keyed in to a local business network are good sources for finding this kind of experise.

Jack

Sales and Marketing Communications: Price Lists, Quotes and Bids

noreply@blogger.com (Jack) — Wed, 13 Apr 2011 05:02:00 +0000

Estimates and Proposals are among the most common types of Sales Communications, yet they are not the only ways businesses communicate pricing information to prospects and customers. In this regard, the use of Price Lists, Quotes and Bids is just as commonplace among businesses large and small.

As was presented in a previous Posting, estimates and proposals consist of terms and pricing tailored for a specific prospect or customer. On the other hand, Price Lists and Quotes generally reflect a seller's fixed prices for goods and services without regard to specific customer wants and needs.

Another type of pricing communication is a Bid. While similar to a proposal, a Bid is usually submitted as an entry in an open competitive process. Of course, a Bid, once submitted, usually stands as is, but it can be adjusted per customer request as the bidding process moves from evaluation to selection.

Obviously, discounts and inducements can affect fixed prices; however, once the customer formally accepts a Quote or a Bid, it is usually a binding commitment for both the seller and customer. That said, it is important that sellers make every effort to ensure their Quote or Bid is realistic, profitable and "doable" if accepted.

Which type of communication is best depends on the situation. For companies selling "off-the-shelf" products and services, Price Lists and Quotes may suffice for initial sales inquiries. Of course, an effective sales professional will probe the inquiry and offer to submit an estimate or formal proposal as a follow-up.

By the same token, companies selling specialized products and services in a competitive market should always be amenable to submitting Bids. Though sometimes a protracted process, bidding does provide negotiating flexibility for both sellers and customers. And the potential for establishing a long-term sales relationship cannot be discounted.

In the end, the type of communication selected should reflect the seller's overall Sales Strategy. Static pricing may be "easier" from a Management Perspective, but unless you are selling a completely unique product or service, it may put your company in a competive disadvantage. As such, companies should be flexible in the ways they communicate pricing for their goods and services.

Jack

Sales and Marketing Communications: Tips For Handling Customer Inquiries

noreply@blogger.com (Jack) — Wed, 06 Apr 2011 05:03:00 +0000

A simple fact is that most of us can readily recount our first-hand experiences with lackluster customer customer service without much prodding. Unfortunately, poor customer support is so pervasive that even minimal support shines in comparison.

Granted, there are exceptions to this as many businesses have learned to "put customers first" both in philosophy and practice. However, even for these businesses, excellent customer service is a constant struggle that demands commitment, monitoring and accountability.

That said, excellent Customer Service starts with customer contact employees having the skill to comprehend customer problems and the motivation to resolve such issues. Obviously, this takes some effort and is not as simple as merely having a sympathetic ear.

Of course, when customers have a problem, expressing sympathy may be an appropriate "ice-breaker"; however, this only goes so far as customers are ultimately looking for satisfaction and options for an acceptable solution.

For a customer service employee, this means being a good listener and expressing a proactive attitude for the customer and their problem.

Customer Service situations can arise from phone calls, referrals, or written inquiries. But regardless of how they are initiated, the solution should be detailed in writing.

Formal letters and email are the acceptable ways to respond to customer issues in that they provide a paper trail for future reference. Conversely, phone responses should only be used to answer routine inquiries.

Once you have received the inquiry, here are ten basic Customer Service Principles you will want to remember as you prepare your response:

1. Acknowledge the inquiry within a day or two of receiving it. Granted, you may not have a resolution in such a short time, but at the very least the inquiry deserves a quick acknowledgment as an interim reply.

2. Be personable and use a tone that makes the customer feel valued. Remember to be polite and respectful, making sure your words express a helpful attitude.

3. Clearly summarize the problem as expressed by the customer. Restate the situation using the customer's words. High emotions may be at play, so be careful not to minimize the customer's take on the situation by substituting your words for theirs.

4. Spell out in detail what your analysis of the problem has discovered. Be as detailed as possible without getting too technical. Customers who don't comprehend what you are saying will think you are trying to be purposely deceitful.

5. If the customer is in error, fully explain the error. Sometimes the customer isn't always right. Just the same, it may be a good idea to probe and find out the reason for the misperception.

6. Should the customer have a legitimate problem, admit it and thank them for bringing it to your attention. Be sincere and gracious with these situations. Granted, some customers may delight in playing the "gotcha" game, but a skilled customer service person will always strive for a win-win solution without resorting to gamesmanship.

7. Offer solutions that are creative, workable and mutually acceptable. Be careful not to hide behind company policy when suggesting solutions. Nothing will undo customer goodwill faster than customer support that is "by the book" and inflexible.

8. Provide contact information in the event of any additional questions or concerns. Make it easy for the customer to reach you. A direct address is a must, but also make sure you provide your direct business phone number and business email address.

9. Thank them for their continued business. This may sound trite, but no customer wants to be taken for granted. Be aware that when customers feel this way, they are more apt to explore and entertain other options.

10. Follow up to ensure the problem has been resolved. Keep in touch with the customer by following up after a week, month, or some other appropriate time frame. This not only demonstrates a proactive attitude, but also a willingness to maintain an on-going relationship with the customer.

It goes without saying that customers are the life blood of any business. And few companies can afford to alienate their customers with poor Account Management.

The upshot is that it is critical that customer service staff are both committed to and accountable for providing professional customer support. Anything less is a business liability.

Jack

Sales & Marketing Communications: Tips For Writing Estimates and Proposals

noreply@blogger.com (Jack) — Wed, 30 Mar 2011 05:02:00 +0000

The task of writing estimates and proposals is a fundamental Business Practice and one that most business people will have to face at one time or another.

Beyond professional development, this is a task who's importance to the Sales Process cannot be overstated. After all, many of us can recount stories from our own experiences as consumers where a potential sale was lost because a business failed to follow up on our sales inquiry.

Granted, putting together an estimate or proposal involves diligence, with no guarantee the effort will pay off with a sale. Nevertheless, submitting estimates and proposals is the accepted way most businesses get their goods and services into the competitive market.

That said, it is important for businesses of all types and sizes to view this practice as an opportunity to seize "new business", and not as some bothersome and potentially low-yield exercise.

Preparing Written Estimates

The format for estimates usually depends on what is customary for the seller. But regardless of how the estimate is structured, be sure to do the following:

* Summarize the project as agreed to by you and the prospect.

* Use realistic time frames for both scheduling and completion.

* List all materials and their associated costs.

* "Calculate" costs, don't guess. (Labor, Overhead, etc.)

* Spell out any additional costs or fees.

* Prepare the written estimate organized by the above categories.

* Include contact information and a follow-up date.

Preparing Formal Proposals

In content, proposals are "meatier" than estimates, but aside from substance, the major difference between an estimate and proposal is that the former is usually written from the seller's perspective, while the latter is written from the perspective of the prospect.

As you begin drafting a proposal, start by using the estimating steps as outlined above to help you calculate the raw cost data for the proposal. From here, you will need to format the proposal.

Businesses may use some boilerplate for this purpose, but it is important that you tailor the format to meet the specific needs and wants of the prospect.

When finalizing a proposal, ensure the following basic elements have been included or addressed in some specific manner:

* A summary of the issue or problem your proposal will address

* An outline of how your product or service will address the issue or problem

* The qualitative benefits of your product or service

* You or your company's experience and expertise in handling similar issues and problems

* Testimonials and references as to your company's ability to do the job

* Contact Information and a follow-up date.

Regarding writing style, be sure to write clearly, succinctly, and with enough customer-specific language to demonstrate your understanding of the prospect's wants and needs.

In this regard, note that prospects generally view their needs as unique, so be sensitive to this and use the prospect's terminology whenever possible. Simply put, reinterpreting a prospect's wants and needs is not the best way to establish rapport.

Another element you may be expected to include is an Executive Summary. For detailed and highly technical proposals, the need for a summary is pretty much a given. But if you do include an Executive Summary, condense it to a page or two at most.

When all is said and done, the prospect is looking for information to help them with a buying decision, so the more information you provide the better it is for both you and the prospect.

As a final word, be aware that it is common for a prospect to request several estimates or proposals based on different scenarios or circumstances. If this is the case, honor the request in a timely manner and be grateful for the opportunity. After all, it may not come around again.

For additional information, there are many online and desktop resources available on this subject. A quick Internet Search will yield good results for you. To help get you started, check out the related links below.

Jack