How to Use Community Relations to Grow Your Business

Written by Michele Pariza Wacek

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Basically, you can sum uprepparttar cons to this: spend lots of time or money for little/no return.

Not a good marketing strategy.

But, it doesn't have to be that way. You can and should find ways to increase your ROI (return on investment) for allrepparttar 148249 community relations activities you take part in. And one good way to do that is to leverage them into marketing strategies.

Creativity Exercise -- How to get a return on investment with community relations

Grab some sheets of paper and a pen (I likerepparttar 148250 fun gel pens myself) and get ready for some brainstorming.

First, list allrepparttar 148251 activities you're doing that are considered community relations. Write them all down.

Next, analyze those activities. What ROI are you currently getting from them? Do your customers know you donate time and/or money to those activities? Do you get sales because of your involvement? Are you building your brand and/or awareness of your business because of your donations?

Don't know? Well, then you probably aren't getting much return.

Next, I want you to brainstorm ways you can start leveraging those activities. Can you devote a section on your Web site to telling people about your involvement? Can you use your Web site to help raise money and/or volunteers forrepparttar 148252 causes you support? If there's an event involved, can you more aggressively market your services during it? (Set out flyers or brochures or have a really good elevator speech if you're able to introduce yourself.) Can you send out press releases? Can you have your logo added torepparttar 148253 organization's marketing materials? Or haverepparttar 148254 organization link to your Web site?

Try and brainstorm 20 ways you can increase your ROI. Some will be silly, some will be completely impractical -- but that's okay. All you need are one or two gold nuggets to really jumpstart your marketing and make that investment in time and money really start to pay off.

Michele Pariza Wacek is the author of "Got Ideas? Unleash Your Creativity and Make More Money." She offers two free e-zines that help subscribers combine their creativity with hard-hitting marketing and copywriting principles to become more successful at attracting new clients, selling products and services and boosting business. She can be reached at Copyright 2005 Michele Pariza Wacek

The three other ways to be a successful coach:

Written by Steve Wright

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Directive is aboutrepparttar nuts and bolts of a task. Considerrepparttar 148235 enthusiastic beginner, they have low competence and simply need direction on how to do it. That is being directive.

Supportive style is about targetingrepparttar 148236 commitment ofrepparttar 148237 staff member. Working on bothrepparttar 148238 staff member's confidence torepparttar 148239 task, as well as their motivation, supports them to userepparttar 148240 competence they have.

Putting it all together The enthusiastic beginner is fairly obvious - Directive.

From then on, as both competence and commitment grow,repparttar 148241 staff member moves throughrepparttar 148242 three remaining levels. As competence growsrepparttar 148243 need for directive leadership falls away. As confidence and motivation develop, supportive style coaching can be reduced.

The real art is in both assessingrepparttar 148244 levels of competence, confidence and motivation and then deciding what level of directive/supportive coaching are needed forrepparttar 148245 individual. This is whererepparttar 148246 skill ofrepparttar 148247 leader comes to play.

I had a case where a staff member had never needed much direction at all. She was used to takingrepparttar 148248 initiative and had started to venture outside her normal comfort zone. While her competence and motivation remained, her confidence was low for this area of work. I was caught off guard and did not support her enough, based on my experience with previous tasks.

I have also found people have different sensitivity to leadership. Inrepparttar 148249 above case, I was lucky. With just a small amount of supportive behaviour she responded and was back on track. In other cases I have not been so lucky. Some people are less sensitive to coaching - ie when they need it, they need a lot. These arerepparttar 148250 ticking bombs. Again a self reliant achiever moving outside their comfort zone. They simply lacked confidence. However being less sensitive to coaching, I had to work hard to convince them enough to give it a try. These people would often be seen as high maintenance. But if we understandrepparttar 148251 Blanchard model we can more efficiently direct our leadership efforts torepparttar 148252 confidence, motivation or task direction.

I have been trying this approach, and I have not found it easy. I tend to get wrapped up inrepparttar 148253 definitions of D1 to D4 and have to stop and step back. I feelrepparttar 148254 value may not be so much inrepparttar 148255 specific answers butrepparttar 148256 asking ofrepparttar 148257 questions. It certainly has made a difference and I often find myself not jumping in, but stopping, consideringrepparttar 148258 developmental level ofrepparttar 148259 person and only then acting. I feel this in itself is a good result.

Try it for a month, and atrepparttar 148260 end step back and try to observe how you have been behaving differently, I think you will be impressed.

Cheers Steve

After years as a successful consultant I found myself leading a team. In an effort to move from being a leader to showing Leadership I am on a journey of discovery. If you have found yourself in a similar position, join with me at - Steve

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