COLLABORATIONS AND AFFILIATIONS

Written by Gail McMeekin


Selectingrepparttar right colleagues and affiliates is a key success strategy for any career path. Whether you work for an organization or have created your own,repparttar 105103 people with whom you partner impact your results as well as your fulfillment and reputation. Creativity also thrives in relationships with complementary skills nurtured by mutual respect. Successful partnerships and alliances depend on complete honesty, self- assessment and awareness, open communication, and a dedication to resolve conflicts onrepparttar 105104 part of all participants.

Overrepparttar 105105 course of my years as a career coach, I have cautioned many clients against taking ill-suited jobs or joining forces with partners where there may be a mismatch. I have seen a pattern with many female entrepreneurs where two insecure women team up together withrepparttar 105106 same weaknesses and a shaky business plan. Disaster usually strikes and may even end inrepparttar 105107 courtroom. If you are considering doing contract work or becoming an employee of an organization, do your research. Ifrepparttar 105108 company jerks you around inrepparttar 105109 hiring process or your intuition tells you that it's all too "perfect", beware. You want to be connected torepparttar 105110 best people, products, and services. Desperation andrepparttar 105111 impulse "to just get it done" reap dangerous liaisons. As a business owner, there are huge differences between collaborations and official partnerships. You can fulfill your needs for collaboration with a variety of networks, team projects, success teams, and other modalities. You don't have to make an alliance official unless you have road-tested it and it makes sense legally and professionally.

So if you haverepparttar 105112 "urge to merge", ask yourself these key questions:

1) Are you an introvert or an extrovert? How much alone time versus group time suits you?

2) What is your relationship pattern? Do have a string of collisions in your past or a steady track record of positive connections?

3) Ofrepparttar 105113 collisions you have had, what part did you play inrepparttar 105114 process? Pay attention to your vulnerable points.

Get PR Off the Bench

Written by Robert A, Kelly


Please feel free to publish this article and resource box in your ezine, newsletter, offline publication or website. A copy would be appreciated at bobkelly@TNI.net. Word count is 895 including guidelines and resource box. Robert A. Kelly © 2003.

Get PR Offrepparttar Bench

Something that results in your most important outside audiences doing what you need them to do should not be warmingrepparttar 105100 bench.

But that’s exactly what’s happening at organizations that allow their public relations people to play games with tactics like newsletters, press releases and brochures instead of aggressively pursuingrepparttar 105101 major benefits PR can provide.

If this describes your public relations program, why not give real PR a chance, especially since you’re already paying for it?

Tell your public relations counsel you want to seerepparttar 105102 plan for how s/he will take advantage ofrepparttar 105103 fact that people act on their own perception ofrepparttar 105104 facts before them leading to predictable behaviors about which something can be done.

Ask her/him how aggressively s/he will create, change or reinforce those perceptions by reaching, persuading and moving-to-actions- you-desire those important external audience members whose behaviors really affect your organization?

That’srepparttar 105105 fundamental premise of public relations and you should be getting your share of that action.

Fact is, this sequence can help you alterrepparttar 105106 perceptions, and thus behaviors of your most important external target audiences making achievement of your business objectives much easier.

This is good news for managers like you because, whenrepparttar 105107 behavioral changes become apparent, and meet your public relations program’s original behavior modification goal, your PR effort has succeeded.

Done right, that’s when you’ll notice customers making repeat purchases; prospects starting to do business with you; community leaders seeking you out; businesses proposing beneficial joint ventures; and legislators and political leaders viewing you as an important member ofrepparttar 105108 business community.

And that key target audience is just for starters because other external audiences of importance to you can also be monitored for perceptions, behaviors and corrective communications as needed.

Now, while there’s more than one way to peel an orange, here’s one high-impact, problem-solving sequence that can work for you.

Start by listing your most important audiences whose behaviors affect your operation in any way. Rank them by how severely their behaviors impact you, and let’s work onrepparttar 105109 target audience atrepparttar 105110 top of your list.

Of course you should be continually aware of how members of that key target audience view you by takingrepparttar 105111 opportunity to interact with folks who make up that audience, and ask questions. Have you heard of us? What do you think of our products or services? Listen carefully for signs of negativity and, when you hear them, probe a little deeper to find out details. Stay alert for inaccuracies, mistaken beliefs, rumors or misconceptions.

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